Would you like some T&D with that?

One of the major aspects of Human Resource Development is Training and Development (T&D). Faithful readers (all one of you) will remember a brief discussion of this a few blogs ago. However because this is such a foundational part of HRD, we are going to revisit this topic and this time dig a little deeper.

T&D varies greatly from organization because of its scope and mission. This is largely determined by a series of variables within the host organization. The mission and culture of the organization plays a large role in determining what kind of T&D will take place. Training that occurs in a non-profit, community anti-drug coalition will cover materials and address issues vastly different that a state university. The purpose of T&D within the host organization also changes things. A department focused on new employee training will function differently and use different tactics than those of trying to train car salesmen. The expertise behind the T&D department will also alter its workings; consider those hired because of their subject matter expertise as compared with those who are hired because of their general training expertise. The purpose of the T&D program, as well as the content of the program, is driven by the needs of the organization. Trainers will need to adjust their strategy if they must change from conducting orientations to making sure workers can pass a competency test. And like most ventures in HRD, the expected result is foundational to T&D elements.

Regardless of the ideas listed above, there are six core T&D practices that are typically employed by HRD professionals:

1. The ADDIE process- everyone say it with me now, ADDIE stands for Analyze, Design, Develop, Implement, Evaluate which helps us identify the problem and see how the possible solutions are working out (see my previous blog for more info on this)

2. Subject Matter Experts- remember from last week that experts and expertise can be different. And while a HRD professional may be an ‘expert’ in the development process, they may not be an expert in the subject matter needed (such as creating internet software to upgrade website product sales). The use of subject matter experts allows businesses to find the best possible answer to an identified problem.

3. Interesting and Effective Delivery- While the first goal of T&D would not be to have a good time and relax, the overall experience should be pleasant and meet the needs of the learner.

4. Transfer of learning to the Workplace- Not to open a can of HRD worms, but the point of training and development is too teach people skills that they can use in their employment. If the knowledge, due to subject matter or instruction format, can’t be applied that T&D has not been successful.

5. Effective use of Information Technology- That’s right, HRD professionals have an official excuse for fooling around with the latest technological goodies. Using these tools to present information in new and meaningful ways provides an invaluable asset to reaching learners, wherever their knowledge base happens to be.

6. Good Editing Skills- Because although my book firmly states that there are six standard practices, the author only lists five. Yes, I have checked several times. Unless Swanson is counting “interesting and effective delivery” as two different things, only five are listed. Either way, it proves he is quite silly.