Demystifying Technical Training E-Book

Wendy L. Combs

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 488

Veröffentlichungsjahr: 2010

Beschreibung

Praise for Demystifying Technical Training "Demystifying Technical Training is a must-read for CLOs,managers of training, instructors, and instructional designers. Allwho read it will gain critical insights into how to lower the costand improve the efficiency and effectiveness of learning." --Wm. Douglas Harward, CEO and founder of TrainingIndustry, Inc. "Individuals interested in and accountable for derivingsignificant value from technical training investments will gaingreat benefit from reading this book and applying itswisdom." --Karen Kocher, CLO at Cigna Healthcare "Demystifying Technical Training is an essential,complete guide for any learning organization. The overviews andconcepts are clearly stated, while the case studies and sidebarsprovide practical examples you can apply in your situation." --Jean Barbazette, president of The Training Clinic andauthor of Managing the Training Function for Bottom-LineResults "Considering the cost of acquiring and developing talent, whywouldn't all CEO/COOs insist on investing in people to improveresults and reduce risk? This book demystifies the process ofdeveloping technical experts to increase the return on investmentin human capital. Bravo!" --Martin J. Menard, former group CIO at IntelCorporation "Technical training is a key to sustaining competitiveness inthe new economy. Learn how to leverage and optimize its value inyour organization through this wonderfully insightful and practicalresource." --Dr. Arthur L. Jue, director of global organizationand talent development at Oracle and co-author of Social Mediaat Work: How Networking Tools Propel OrganizationalPerformance "Don't be misled by the title--this book--whilefocusing on the often segmented world of domain specific jobskills--provides guidance valid for the full spectrum ofworkforce learning from soft-skills to 'technical' skills." --Ruth Clark, principal and president of Clark Training& Consulting and author of e-Learning and the Science ofInstruction

Leseprobe

Table of Contents

Cover

About This Book

About Pfeiffer

Title

Copyright

LIST OF FIGURES, TABLES, SIDEBARS, AND CASE STUDIES

FOREWORD

PREFACE

ACKNOWLEDGMENTS

INTRODUCTION

1: What Is Technical Training?

The Complete Training Suite for Technical Experts

Technical Training and Related Activities

Summary: The Power of a Common Language

2: Challenges and Opportunities for Technical Training

Environmental Factors

Organizational Considerations

Capability Aspects

Summary: The Value Proposition for Technical Training

3: Differentiators of Technical Training

What Are Differentiators?

Analysis

Design

Development

Implementation

Evaluation

Overarching Differentiators

Summary: The Potential of Differentiators

4: Stakeholders of Technical Training

Technical Training Stakeholder Needs

Collaboration and Governance Structures

Stakeholder Support and Buy-In

Summary: The Requirements for Collaboration

5: Technical Training Strategy

Primer on Strategy

Components of Strategy

Capabilities to Execute the Strategy

Summary: Setting the Stage for Execution

6: Getting the Technical Training Agenda Funded

Considerations in Advance of Funding

Setting Up the Budget

Managing the Budget

Summary: The Art and Discipline of Budgeting

7: Staffing the Technical Training Organization

Structure of the Training Function

Technical Training Skills

Technical Training Recruiting

Managing the Technical Training Team

Summary: Hiring and Development in a Nutshell and Development

8: Technical Training Analysis, Design, and Development

Identifying Technical Training Needs

Prioritizing Technical Training

Designing the Technical Training Portfolio

Summary: Stakeholders Participate Throughout the Training Life Cycle

9: Marketing of Technical Training

Why Market Technical Training?

Hurdles to Marketing Technical Training

Marketing Principles Applied to Technical Training

Common Sense and Marketing Technical Training

Summary: The Prospect of Marketing Technical Training

10: Technical Training Delivery and Evaluation

Preparation for Training Delivery

Modes of Technical Training Delivery

Evaluating Technical Training

Summary: Learning from Technical Experts

GLOSSARY

REFERENCES

ABOUT THE AUTHORS

INDEX

End User License Agreement

List of Tables

1: What Is Technical Training?

Table 1.1. Training Categories by Content Types

2: Challenges and Opportunities for Technical Training

Table 2.1. The Current and Future State of Training and Talent Management

3: Differentiators of Technical Training

Table 3.1. ADDIE Phases and Differentiators

Table 3.2. Differentiators and Primary Training Actions

4: Stakeholders of Technical Training

Table 4.1. Forms of Stakeholder Involvement

5: Technical Training Strategy

Table 5.1. Vision and Mission Development

Table 5.2. Content Development Enabled by Technology

6: Getting the Technical Training Agenda Funded

Table 6.1. Training Vendor Cost Comparison

Table 6.2. The Average Cost of Training

Table 6.3. Creative Cost Savings at a Multinational Corporation

7: Staffing the Technical Training Organization

Table 7.1. Training Industry Staffing Ratios

Table 7.2. Remote Management Roles

8: Technical Training Analysis, Design, and Development

Table 8.1. Technical Training Need Categories

Table 8.2. Needs Assessment Considerations

Table 8.3. Training Prioritization Factors

Table 8.4. Coordination Across ADDIE Phases

Table 8.5. Course Development Considerations

10: Technical Training Delivery and Evaluation

Table 10.1. Research on Training Transfer

List of Figures

1: What Is Technical Training?

Figure 1.1. Training Categories

2: Challenges and Opportunities for Technical Training

Figure 2.1. Two Required Core Competencies

Figure 2.2. Managerial Versus Technical Career Path Pyramids

4: Stakeholders of Technical Training

Figure 4.1. The Influence-Interest Grid

Figure 4.2. Stakeholder Mapping Technique

5: Technical Training Strategy

Figure 5.1. Training Business Model

Figure 5.2. Training Operating Model

Figure 5.3. Technical Training Roadmap

7: Staffing the Technical Training Organization

Figure 7.1. Three-Legged Stool of Training Expertise

Guide

Cover

Table of Contents

Begin Reading

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About This Book

Why is this topic important?

This book represents one of very few resources for examining technical training from both a strategic and a tactical perspective. There are a few books available on how to develop technical training courses, but none on how to lead and manage the technical training function and develop and deploy complete technical training solutions. Technical training is very different from soft-skills training and management development. For example, partnerships with technical experts are required due to two core competencies involved in technical training: technical and training competencies. Technical experts provide the technical skills, and training professionals provide the training knowledge. Because of this and many other key differentiators between technical and non-technical training, technical training must be managed differently to be successful and contribute to the bottom line. These differentiators, along with suggestions on how to address them and many other key concepts relevant to technical training are documented for the first time in this book, which will enable the reader to respond proactively to the complexities and intricacies of technical training.

What can you achieve with this book?

By applying the concepts and suggestions in this book, the reader can build and manage a technical training organization either within HR or the business that has

Strong relationships and partnerships with the business it serves

Vision, mission, strategic objectives, guiding principles, business and operating models, roadmap, and portfolio

A technical training strategy that directly aligns to business priorities

The people, process, and technology capabilities to execute the training strategy

Training professionals with training, business, technical and technical functional, project management, and relationship skills

Collaboration and governance structures, including a steering committee and extensive technical expert and stakeholder involvement in training activities

A budget for technical training that is supported and funded by stakeholders

Training needs assessment, prioritization, design, development, and evaluation processes

A proactive marketing plan for technical training

High credibility and increased quality and relevancy of technical training solutions

How is this book organized?

This book is organized into ten chapters, sequentially organized by topic in the manner that would be used when building a technical training organization. The first three chapters focus on setting the stage and defining technical training, explaining the key differentiators associated with technical training, and clarifying the challenges and opportunities of technical training. The next three chapters cover key planning steps and provide the basis for effective stakeholder engagement, strategy development for technical training, and funding the technical training agenda. Successive chapters focus on execution and cover staffing; analysis, design, and development; marketing; and delivery and evaluation of technical training—all within the context of how these practices are different for technical training than other types of training and making an elusive concept approachable and manageable.

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Essential resources for training and HR professionals

Demystifying Technical Training

Partnership, Strategy, and Execution

WENDY L. COMBS

BETTINA M. DAVIS

Copyright © 2010 by John Wiley and Sons, Inc. All Rights Reserved. Published by Pfeiffer

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Library of Congress Cataloging-in-Publication Data

Combs, Wendy L.Demystifying technical training: partnership, strategy, and execution/Wendy L. Combs and Bettina M. Davis. p. cm. Includes bibliographical references and index. ISBN 978-0-470-42083-6 (hardback) 1. Employees—Training of. 2. Technical education. 3. Occupational training. I. Davis, Bettina M., 1967— II. Title. HF5549.5.T7C58976 2010658.3’124—dc222010018699

Acquiring Editor: Matthew Davis

Production Editor: Dawn Kilgore

Editorial Assistant: Lindsay Morton

Director of Development: Kathleen Dolan Davies

Editor: Rebecca Taff

Manufacturing Supervisor: Becky Morgan

LIST OF FIGURES, TABLES, SIDEBARS, AND CASE STUDIES

Figures

Figure 1.1. Training Categories

Figure 2.1. Two Required Core Competencies

Figure 2.2. Managerial Versus Technical Career Path Pyramids

Figure 4.1. The Influence-Interest Grid

Figure 4.2. Stakeholder Mapping Technique

Figure 5.1. Training Business Model

Figure 5.2. Training Operating Model

Figure 5.3. Technical Training Roadmap

Figure 7.1. Three-Legged Stool of Training Expertise

Tables

Table 1.1. Training Categories by Content Types

Table 2.1. The Current and Future State of Training and Talent Management

Table 3.1. ADDIE Phases and Differentiators

Table 3.2. Differentiators and Primary Training Actions

Table 4.1. Forms of Stakeholder Involvement

Table 5.1. Vision and Mission Development

Table 5.2. Content Development Enabled by Technology

Table 6.1. Training Vendor Cost Comparison

Table 6.2. The Average Cost of Training

Table 6.3. Creative Cost Savings at a Multinational Corporation

Table 7.1. Training Industry Staffing Ratios

Table 7.2. Remote Management Roles

Table 8.1. Technical Training Need Categories

Table 8.2. Needs Assessment Considerations

Table 8.3. Training Prioritization Factors

Table 8.4. Coordination Across ADDIE Phases

Table 8.5. Course Development Considerations

Table 10.1. Research on Training Transfer

Sidebars

Definitions of Technical Training

Characterizing Technical Training at an International Pharmaceutical Company

Challenges from Training Professionals’ Perspectives

Dispelling Myths of Technical Training

Systematic Life Cycle Methodologies

Sample Team Charter for Curriculum Maintenance

Technical Training Business Model Example

Technical Training Portfolio

Important Business Process Components

Training Programs and Employee Retention

Vendor Price Reduction Incentives

Seven Lessons Learned for Marketing Technical Training

Branding Technical Training in the Medical Field

Common Marketing Mechanisms for Technical Training

Blended Technical Training in the Transit Industry

Evolving Definitions of Training Transfer

TransferLogix™ Technology for Managing Transfer

Case Studies

Motivating Engineers to Take Non-Technical Courses with ASME

Making Technical Training a Priority at TriQuint Semiconductor

Driving Technical Excellence at Electronic Arts

Getting Stakeholders to Embrace Technical Training in the Rail Industry

Technical Training at Toyota Motor Sales

A Global Leader—Lufthansa Technical Training

Technical Training Team Forms a Three-Legged Stool at Vangent

Training Requirements Gathering at Hitachi Data Systems

New Platform, Training, and Marketing for Microsoft Unified Communications

Learning Technology at Drexel University

FOREWORD

THE TRAINING INDUSTRY is especially good at segmentation. In thirty years of ‘practicing’ in the field, working for companies like Cisco Systems, Oracle Corporation, NetApp, Sun Microsystems, and NeXT Corporation in executive and leadership positions, I knew training professionals in manufacturing, sales, sales engineering, professional services, call centers, customer service, products, IT, engineering, leadership, management, communications.… Well, you get the idea.

We have institutionalized specialization and segmentation by job title, by industry, by function, and by any other delimiter that we have been able to identify because in each instance “It’s different here.”

Perhaps the largest gap, the most universal and undisputed segmentation, has been between human resources (HR) training, often known as “soft skills,” and technical training, the latter of which has so many nuances and characteristics that it does not have an “often-known-as” alternative. It’s a single umbrella name, covering a vast—almost indefinable—list of training efforts. These two camps are seldom related to each other within the enterprise. And even if they are, and happen to reside in the same organization, there is a multitude of challenges associated with that. They all too often operate completely independently, and to the detriment of the company they both are trying to serve.

Why is that? There are probably more answers to that question than anyone should want, and in the end, it does not really matter why. What does matter is that the segmentation results in communication breakdowns, duplication of systems, clumsy use of resources, and gaps in employee effectiveness. These are symptoms of the real impact of segmentation and specialization: impaired execution. The enterprise cannot easily overcome strategic or tactical execution problems that stem from institutional indifference or outright conflict in the training function(s). In this instance, it is not even easily diagnosed, so it is even more difficult to fix. It is assumed that HR and technical training are “vastly different” and not compatible; ask the experts and they will confirm it.

This book, Demystifying Technical Training, takes a bold and timely step toward debunking the myth that these two worlds must exist separately. In fact, success of the enterprise may hinge on the strategic partnership and collective execution of training in a more holistic way than our traditional approaches have been able to accomplish in the past.

A more unified approach to training employees and partners, a more holistic approach to the endless learning that individuals pursue to be successful in their jobs and careers, is not separate from the success of the company. It may seem so because of language differences or some other artificial barrier erected by one or both sides over the decades, but it just isn’t so. It is, in fact, the opposite: individual successes are integral to organizational success.

People are at the core of the charter of both sides, and the success of the enterprise is the goal of both sides. So why is there such a chasm between the non-technical and technical training worlds?

I think it is part “tradition” and part ignorance.

I was very excited by the premise and the promise of this book: breaking down the barriers between non-technical and technical training. Traditional, institutional behavior can only be changed by informed and motivated people.

The authors have done extensive interviews, gathered case studies, and put definitions to many of the terms that make up the gelatinous mass of “training language.” They force us to see the similarities and the overlaps between non-technical and technical training. They make obvious the real differences that exist so that a productive dialogue can take place between two factions that should be organizational allies, but have all too often been antagonists or passive-aggressive isolationists.

This book goes a long way toward informing us in the training field. It is up to us to generate that motivation and change the status quo, to bridge that chasm. We owe it to the companies we work for, the people who are our audiences, and to ourselves.

Tom KellyTraining and Learning Industry Consultant

PREFACE

“IT IS GREAT YOU ARE FULFILLING YOUR DREAM of writing a book” was the response many gave when we mentioned our book-writing endeavor. Writing a book wasn’t a dream for either of us—but we both were excited about seizing the opportunity to put all of our learnings and practices into a permanent resource for others to use. Now, many months and long hours of writing later, we are both grateful that we persevered in putting our words—and the thoughts, ideas, and suggestions of many others in the technical training world—down on paper. We are passionate about the importance of skills development and hope readers will find the “demystification of technical training” to be insightful.