Training Across Multiple Locations: Developing a System that Works (The Berrett-Koehler Organizational Performance Series, Band 6) - Hardcover

Krempl, Stephen; Pace, R. Wayne

Hardcover

ISBN 10: 1576751570 ISBN 13: 9781576751572

Verlag: Berrett-Koehler Publishers, 2001

Inhaltsangabe

In this era of rapid globalization, human resource development professionals in every type of organization face the problem of managing training and development across many different, often widely dispersed, sites. Training Across Multiple Locations offers a comprehensive, proven model for designing, building and assessing every aspect of a multiple location training and development (T&D) system. Stephen Krempl and R. Wayne Pace detail how to integrate training from multiple locations into a comprehensive organizational strategy, and how corporate training can align those multiple locations with a single corporate vision.
Training Across Multiple Locations draws from numerous real-life examples to show how distance learning technology-including intra-nets, web-based training, and computer-based training-is being used to manage multi-point training at companies like Motorola, Ford, Boeing, Kinko's, Hewlett-Packard, and others. With technology, the authors reveal, training organizations are able to extend their reach and distribute training over a far wider audience in ways that may make current approaches to training less relevant and even obsolete. And perhaps most importantly, they provide a model for calculating return on investment (ROI) for these technology-based programs.
Krempl and Pace present a detailed review process for evaluating the effectiveness of multiple location training and development systems and provide specific advice on how to conduct the review and how to share data to enhance unit effectiveness. They also include a unique questionnaire that helps teams assess how well they are carrying out their T&D responsibilities and how well they are integrating their activities into the corporate business plan.
Training and development functions survive by maintaining relationships with critical decision-makers at all levels in the organization. This process is often described in terms of politics and power-but Training Across Multiple Locations treats the issue simply in terms of how to get the job done. The unique process described in this book will encourage better preparation and more informed discussions and decisions, allowing managers to better anticipate problems and stay on top of key issues.

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Über die Autorin bzw. den Autor

Stephen Krempl is a HRD professional with over 18 years experience in the field. He is currently Vice President— People Capability, for Tricon Restaurants International in Dallas, Texas. He established and runs their corporate university for their international businesses that operate in over 100 countries. As VP of People Capability he is also responsible for managing the company web portal, which serves as its knowledge management, communication and e-learning platform for franchisees, vendors, and employees.
Dr. R. Wayne Pace is professor emeritus of organizational leadership in the Marriott School of Management, Brigham Young University, Provo, Utah, USA, and adjunct scholar in the Workplace Research, Learning, and Development (WoRLD) Institute of the School of Social and Workplace Development, Southern Cross University, Lismore, NSW, Australia. He is also a visiting professor of management at the University of Adelaide, South Australia. He serves as corporate advisor to QuicKnowledge.com and STS International, companies in the training and development industry.

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THE NATURE OF MULTIPLE - LOCATION T&D SYSTEMS

In general, we can say that the larger the system becomes, the more the parts interact, the more difficult it is to understand environmental constraints, the more obscure becomes the problem of what resources should be made available, and deepest of all, the more difficult becomes the problem of the legitimate values of the system.

C. WEST CHURCHMAN

Vast business opportunities in Asia, South America, Africa, and other parts of the world have enticed many companies to expand their marketing and manufacturing capabilities worldwide. Truly, we are in a global age. Organizations all over the world are rushing to develop global operations. Odenwald (1993) has noted that “corporate human resource executives are setting up training management teams in regions around the world” (p. 160). This global expansion requires multinational corporations to examine how they manage the increased complexity of training and development (T&D) operations that involve multiple locations. Thus, we will begin by discussing the goals and impact of globalization on a multiple-location training organization and the three dilemmas that every training manager in this environment must face. How do we balance the desire for autonomy with the need for some central control and standardization? Do we position training and development near the power centers or near the people they serve? Do we want our professional staff seen as business managers or learning specialists?

GLOBAL BUSINESS

Doing business globally is a tremendous undertaking for a company’s internal business functions. Expanding beyond a company’s primary market into new areas of the world involves dealing with diverse ethnic groups, multiple cultures, varied languages, and different business practices. These variables, coupled with local laws and restrictions, can make it difficult to establish effective work systems and processes. Developing and maintaining effective workers and business operations in this environment may be one of the most challenging opportunities that the new global economy provides. It can be a recipe for disaster.

To support employees dispersed worldwide, some companies are establishing regional support centers, which often include services for more than one company or product. For example, when PepsiCo managed Taco Bell, KFC, and Pizza Hut restaurants, its major regions (Asia, Europe, and South America) each had only one regional center. However, that regional center served all three companies. These support facilities ensured that PepsiCo consistently and efficiently delivered high-quality training, regardless of the company or region.

The T&D function must consider various distribution systems for delivering its products and services to multiple locations. Figure 1.1, which illustrates some typical distribution systems, assumes a corporate headquarters that disseminates general policies/information to distant offices. Five distribution channels are represented in Figure 1.1. A multinational or multilocation corporation could utilize any or all of these channels to distribute services, products, or information. Communication may occur as indicated by channel A, directly from corporate headquarters to employees; channel B, from corporate headquarters to divisional or regional centers and then to employees; or channel C, from corporate headquarters to markets, then to specific product outlets/stores and on to employees. D portrays a system in which policy/information is distributed from headquarters to a regional center, on to divisional sites, then market locations, then to employees, and finally to customers/users. E is a similar system but shows training being distributed from divisions to licensees, on to franchisees, dealer/distributors, and finally their employees. The dotted line emphasizes that these units are not legally part of the parent organization. In fact, as employees of a distributor or franchisee, they may not even be employees of the corporation. Nevertheless, they are a vital component in the distribution of training.

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FIGURE 1.1 A Multiple-Location Distribution System

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FIGURE 1.2 Asia Region

The key intermediate point in the B and D lines is the “‘region’.” There is no universally accepted definition of the term region. Nye (1968) explains, “There are no absolute or naturally determined regions. Relevant geographical boundaries vary with different purposes; for example, a relevant region for security may not be one for economic integration” (p. 75). Nevertheless, a region is one important unit in many multiple-location training distribution systems.

For the purpose of clarity, we will think of a region as a geographic area defined by distinct business activity. Regions usually encompass more than one state or country. We may refer to the Asian Region (Figure 1.2) or the Latin American Region. For instance, an Italian manufacturer may classify the entire United States as a region. Thus, a region often consists of business units operating under a single corporate headquarters within a definable geographical area in which the company conducts business.

GOALS OF A MULTIPLE-LOCATION T&D SYSTEM

The T&D function has mission-critical goals. Among them are (1) to manage knowledge distribution, (2) to establish/support a culture that spans national and local organizations and connects them to the corporate culture, and (3) to enhance individual performance and organizational capability.

Distribute and Manage Knowledge

The primary goal of any T&D organization is to manage the flow of knowledge within the corporation. This goal represents a greater challenge in a multilocation system. The challenge lies in trying to capture this knowledge from the far reaches of the corporation. Doing so requires a systematic way of identifying, capturing, encoding, and disseminating the information. This is already a significant task and will become more important over time.

Knowledge management deals with the way in which information is distributed and used in an organization (Herling & Provo, 2000). In general, information represents the sounds and movements people make and the electrical impulses of machines before we respond to them. It is the impersonal sounds, actions, and impulses directed our way, intentionally or not. For example, when we answer the telephone, we respond to information, in this case sounds, and then make sense out of them. When we make sense out of information, it becomes knowledge. Knowledge is generally defined as having direct awareness of something, making sense of information. It is a particularly human activity.

Managing knowledge means that someone directs, regulates, maintains, and influences the sense that is made of public information—that is, information that is available to all parties. Thus, if you manage knowledge, you have the ability to influence what information employees use to make decisions and guide actions. Since the T&D function directs what information is available and influences how employees translate that information into knowledge, they have a tremendous impact on knowledge flow.

If we understand that a person’s perceptions are a function of the personal knowledge they have, then we can understand the immense responsibility we have for what people think and how they act. Every program, every contact that the T&D staff have with employees represents an opportunity to influence knowledge flow, which then influences individual performance and corporate capability.

Support or Enhance Culture

The second goal of the T&D function is to establish a culture that spans national and local organizations and connects them to...

Details zur Ausgabe

• Verlag: Berrett-Koehler Publishers
• Erscheinungsdatum: 2001
• Sprache: Englisch
• ISBN 10: 1576751570
• ISBN 13: 9781576751572
• Einband: Gebundene Ausgabe
• Anzahl der Seiten: 256
• Kontakt zum Hersteller: Nicht verfügbar
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