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What Makes a Great Training Organization?: A Handbook of Best Practices

Book Description

All learning leaders want their organizations to be perceived as great, but what makes a “great” training organization?  How does a training organization achieve greatness, particularly from the perspective of the corporation, the learners, and any customers, clients and partners that interact with it?

This book presents findings that are based on the data, information, and experiences shared with Training Industry, Inc. by several hundred learning professionals over a five year span, from 2008 to 2012. It identified 8 process capabilities, which have been identified as the key functions in the design, delivery and management of corporate workforce training.

Each section of the book focuses on the process capabilities in detail. In addition, individual practices are explained further, noting specific procedures or scenarios and how they are best executed, all supported by best practices and comments from learning leaders.

Table of Contents

  1. About This eBook
  2. Title Page
  3. Copyright Page
  4. Dedication Page
  5. Contents
  6. Acknowledgments
  7. About the Authors
  8. Introduction: Why We Wrote This Book
    1. The Demographics of the Research Pool
  9. 1. The Eight Process Capability Areas of a Training Organization
    1. The Eight Key Process Capabilities
    2. Organization Ratings
    3. Conclusion
  10. 2. The Importance of Learning Leadership
    1. Conclusion
  11. 3. Strategic Alignment
    1. Strategic Alignment Practices
    2. Conclusion
  12. 4. Diagnostics
    1. Differences Between Diagnostics and Strategic Alignment
    2. Linking Diagnostics and Content Development
    3. Case Study for Diagnostics: Performance Architecture
    4. The Most Critical Diagnostic Practices
    5. Conclusion
    6. Notes
  13. 5. Content Development
    1. The Most Critical Content Development Practices
    2. Conclusion
    3. Note
  14. 6. Content Delivery
    1. Delivery Modalities
    2. Instructor Quality
    3. The Most Critical Delivery Practices
    4. Conclusion
  15. 7. Administrative Services
    1. The Most Critical Administrative Services Practices
    2. Conclusion
  16. 8. Measurement and Certification
    1. Measurement as a Strategy
    2. Conclusion
    3. Notes
  17. 9. Reporting and Analysis
    1. The Most Critical Reporting and Analysis Practices
    2. Conclusion
    3. Notes
  18. 10. Portfolio Management
    1. Getting the Portfolio Mix Right
    2. The Most Critical Portfolio Management Practices
    3. Conclusion
    4. Notes
  19. 11. The Role of Technology in Learning
    1. Technologies Should Enable the Learning Experience and Never Be a Distraction
    2. Match Tools to Learning Styles
    3. Technologies Can Reduce the Barriers of Geography and Time
    4. Technology Standards Allow for Improved Interoperability and Access of Content
    5. Conclusion
    6. Notes
  20. 12. Technology Integration
    1. Technology Platforms
    2. The Most Critical Technology Integration Practices
    3. Conclusion
    4. Note
  21. 13. Summary and Key Takeaways
    1. The Eight Process Capabilities
    2. Practices for Each Process Capability Area
    3. The Importance of Leadership
    4. Measurement
    5. The Role of Technology in Learning
    6. One Final Thought
  22. A. The Research—2008 through 2013
    1. Introduction
    2. Process Capabilities
    3. Organization Process Capability Ratings
    4. Most Critical Practices
    5. Conclusion
    6. Demographics
    7. About Training Industry, Inc.
    8. About This Research
  23. Index