In today's global business, the ability to effectively train and develop the people we need is vital to our success. New training technologies do broaden our reach, but technology alone is seldom sufficient to achieve our goals. Too many times "learning technology" is deployed as a "solution" rather than as a component of a learning strategy. Therefore, developing a learning strategy is key. Taking that strategy, and building the appropriate training models, helps enhance the ability to effectively develop the Human Capital we need.
In some cases, a single development model may be sufficient. But to be successful globally one must consider: language, location, culture, economics and a host of other issues.
So we begin by asking questions. Do we have accurate competency models? What motivates our people to learn? Who makes up our audience? (Are we just training our employees, or are there other "partners" in need of training?) How do we sustain our training and development programs? How can we ensure better consistency in our programs? How do we support learning globally? What role should "learning technology" play in these efforts? How do we ensure local training standards are still in place? How should we measure our progress?
Asking and answering these kinds of questions helps build the models needed. These queries can help us engage minds from the Executive ranks, Management, Operations personnel, Engineering & Technology, as well as, Human Resources and more. We can then build more effective models by ensuring the best ideas are brought into the fold.
The following is a case study detailing how a leading global organization is building effective training models. Although the main focus is on the processes employed, best practices, and lessons learned are examined and discussed.