Reinventing The Training Function

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M116 - REINVENTING THE TRAINING FUNCTION

As Presented to:
AMERICAN SOCIETY OF TRAINING & DEVELOPMENT
International Conference & Exposition
J une 4-5, 2007
By:
Bill Ott, M.B.A., Senior Consultant
Numerof & Associates, Inc.
314/997-1587
Objective:
Participants will learn how to apply a seven-step approach to
transforming the Training function into a successful consultative
resource.
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Copyright 2007 Numerof &Associates, Inc., St. Louis, MO
E_Drive\communications\Speaker\presentations\ASTD\PRS Reinventing
the TrainingFunction.ppt
Reinventing the Training Function
Training is being transformed by technology
Market dynamics are creating organizational upheaval
The Training Function is at a defining moment in its evolution:
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A Changing Role for the Training Function
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Helping internal clients
address critical
performance gaps
Order-takers for
training content
Demand
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Roles for the Educator
Designer of
Learning
Experiences
Instructor Administrator Consultant
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Functional/Technical To Consultant
Needs Assessor
Teacher - Student
Problems of Operations
Information Broker
In the Classroom
Project Orientation
Late Involvement
Diagnostician
Consultant Client
Problems of Business
Catalyst for Change
In Someone Elses
Workplace
Strategic Integration
J oint Participation
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What Does It Mean To Be Consultative?
Policy and procedure development take place in partnership
with line managers
Goal: to maintain managerial flexibility
Consultative staff specialists help managers get their jobs done (not
what they cant do)
Goal: customized solutions and flexible policies
Staff consultants enter early to assure adequate diagnosis and
share responsibility for successful problem resolution
Goal: early detection, strategic solutions, and greater
competitive advantage
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Steps to Building a Consultative
Training Function
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Current State Assessment
New Vision
New Structure and Processes
Competencies and Staffing
Implementation
Measuring and Monitoring
Marketing System
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Step 1 Current State Assessment
Structured client interviews
Surfaces current perceptions of Training
Explores opportunities to add value vs. order-taking
Begins repositioning without saying consultant
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Step 2 New Vision
Defines clients
Defines value what does success look like?
Basis for infrastructure and behavioral change
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Typical Problem Presentations
1. Client presents symptoms suggestive of underlying problem
2. Client attempts to identify problem
3. Client requests solution based on problem definition
4. Client adequately defines problem but is unclear regarding solution
5. Client adequately defines problem and solution but lacks
willingness, conviction, credibility to take necessary action to
implement
6. Client states there is a problem which he/she poorly understands
and wants consultants help in developing diagnosis and
intervention strategies
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The Service Paradigm
Your Boss
Training
Consultant Staff
Internal Client
Their Boss
Policies and
Procedures
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Step 3 New Structure and Processes
Strategy Vision
and Business
Plan
Job
Charter
Job Scope
and
Qualifications
Job
Competencies/
Critical Skills
Environmental
Demands/Trends
Customer
Requirements/Trends
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Defining Job Charters and Competencies
Job
Competencies/
Critical Skills
Job
Charter
Describe a specific job in terms of
a) Impact on strategic business objectives
b) Key accountabilities and decision making
authority; and
c) Key internal/external interfaces
Outcomes that are critical for
achievement of business
objectives that job incumbents
must be capable of delivering
with predictability to be
considered competent.
Specific knowledge and skill
elements are necessary but not
sufficient.
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New and Redesigned Processes
Interface with clients
Project management, hand-offs to execution
Capacity planning and resource management
Marketing
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Step 4 Competencies and Staffing
Hiring &
Selection
Individual
Competency
Review
Performance
Management
System
Job
Charters
Strategic
Vision
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NAI Consulting Competency Model
Interpersonal
Effecti veness
Technical
Process
Cogniti ve
Ability
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Consultant Competencies/Characteristics
Communication includes listening, oral presentation and written skills
Interpersonal includes influence
Feedback (to client)
Diagnostic includes questioning
Analytical/Critical Thinking
Problem Solving, Decision Making
Strategic Orientation
Contracting includes negotiation
Change Management
Group Process
Conflict Management
Project Management
Business Knowledge
Technical Relevant Knowledge
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Resource Management
Activity study
Resource algorithms
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Step 5 - Implementation
Assume a quiet paradigm shift: forget the trumpets
Use a research based instrument for gathering data
Select your team for success
Invest in training your team
Carefully evaluate your choice of initial entry points: avoid the hot
spots
Maintain credibility and confidentiality
Look for whats missing: zero in on the strategic voids
Deliver visible strategically relevant results
Dos and Don'ts for Getting Started
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Organizational Prerequisites
Organizational culture makes it ok to have a problem and get help
The staff or technical department has credibility
Internal consulting has support at highest level
Staff or technical department head has organizational status
Staff or technical function has explicit connections to strategic goals
Consulting effort is NOT a police or gatekeeping function
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Step 6 Measuring and Monitoring
Feedback mechanisms for regular evaluation
Client interviews and/or surveys
Identify, investigate, resolve service and consultative skill gaps
Beware of the customer satisfaction trap
Educating clients over time
Would they pay for help if required?
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Step 7 Marketing System
Teacher: New information/insight into organizational behavior
Student: Extends own knowledge of organizational life
Barbarian: Asks the unaskable, unspeakable
Detective: Uncovers underlying reasons for clients problems
Timekeeper: Reminds client of overlooked deadlines and the need
to set deadlines
Symbol: Represents notion of change
Advocate: Supplements symbolic role challenging, coaching,
designing change interventions
Monitor: Observes client system in action, pointing out
problems where they occur
Sacrificial Lamb: Surfaces hot issues and becomes expendable
Entrepreneur: Markets services to potential clients, gains visibility
Ten Roles Consultants Play
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Important Marketing Elements
Have a plan and value proposition
Proper client identification
Position through problem diagnosis and resolutionnot broadcast
Saying no credibility
Case conferences and case documentation
Ongoing I.C. competency development
Ongoing awareness campaign that fits the organization
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Typical Obstacles
Client wont cooperate order-taking expectation
Insurmountable competency gaps
Lack of business acumen
Lack of needs assessment in a business context
Lack of robust, behaviorally focused coaching model
Weak process infrastructure project management, resource
management, and planning
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Conclusion:
Add value or be the first cut in the next budget crunch
Change to an I.C. orientation is a complex process, not an event
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Breakthrough results through people, process, and planning
HTTP://WWW.NAI-CONSULTING.COM (314) 997-1587
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Reinventing the Training Function Job Aid
1. Conduct a current state assessment
Interview clients
Surface current perceptions of Training
Explore opportunities to add value
2. Create a new vision
Define internal clients
Define valuefor clients
3. Redefine department structure and
processes
Define consultative role accountabilities
and competencies
Align department processes with
consultative role
4. Staff the new department structure
Select staff with the requisite consultative
competencies
Determine requisite number of people for
consultative role
5. Implement consultative model
Assume a quietshift deliver vs.
pronounce
Build momentum with quick wins
6. Measure and monitor results
Structure client feedback
Surface and address service and skill
gaps
7. Market your capabilities
Position your consultative value through
problem diagnosis and resolution
Document successful case histories to
leverage best practices
Context
Transitioning from an order-taking function to a consultative function that helps internal
clients identify and address critical performance gaps
Seven steps in a complex change process to build a consultative training function

Reinventing The Training Function

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M116 - REINVENTING THE TRAINING FUNCTION

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