آموزش در حال آزمایش: چگونه یادگیری در محل کار باید خود را بازآفرینی کند تا مرتبط بماند

While upbeat lingo abounds about 'complementing strategic objectives' and 'driving productivity', the fact is that most training does not make a significant enough impact on business results, and when it does, training professionals fail to make a convincing case about the value added to the bottom line. The vaunted 'business partnership model' has yet to be realized - and in tough economic times, when the training budget is often the first to be cut, training is on trial for its very existence. Using a courtroom trial as a metaphor, "Training on Trial" seeks to get to the truth about why training fails and puts the business partnership model to work for real. Readers on both sides of the 'courtroom' will learn how to stop viewing training as a cost center, and bridge the gulf between what learning functions deliver and what business units need to execute their strategies. A thought-provoking read for trainers and business unit leaders alike, "Training on Trial" provides a new application of the Kirkpatrick Four - 'Level Evaluation Model and a multitude of tips and techniques that allow lessons learned to be put into action now.

Praise from Training Professionals for Training on Trial:

“Training on Trial should be a required read for anyone in the business of buying, building, and delivering training.” — Judith Hale, Ph.D., CPT, Hale Associates

“This book is simply the most important read, now, for anyone engaged in the management and leadership of learning & development activity.” — Craig Hiles, Managing Partner, Whitestone, Inc., UK

“Training on Trial both forewarns us of the dangers of becoming complacent training providers and directs us to be proactive…A must-read for all training practitioners in the 21st century.” — David Cory M.A., President, The Emotional Intelligence Training Company, Inc.

“Perhaps, the next time you step into an elevator, you could be greeted by your senior executive with, ‘How’s it going with training?’ In Training on Trial, Jim and Wendy Kirkpatrick help the CLO and staff lay out their ‘opening remarks’ with confidence and foresight. From whatever sector—private, government, or nonprofit—the examples and clear thinking about the Kirkpatrick levels of training evaluation will serve as preparation for your response to the potential plaintiff’s complaint, ‘What has training done to help us?’” — Harold Welch, Ph.D., SPHR System Manager, Leadership and Knowledge Management, U.S. Office of Personnel Management

“Training on Trial contains tips, tools, quizzes, examples, and case studies that help you build a ‘chain of evidence.’ Written in an engaging and practical style, Jim and Wendy introduce a new vocabulary that I hope will become common in the L&D world. They have changed the way I think and talk about training with my ‘jury.’” — Glenn Hughes, Director of Global Learning, KLA Tencor, Inc.

“In Training on Trial, Jim and Wendy Kirkpatrick provide learning professionals a practical and realistic guide to remaining relevant to the bottom line…A must-read for anyone in the learning and development arena. — Kimberly Middleton, Supervisor, Learning and Development, Navy Federal Credit Union

“Yes, Training is on Trial, but the verdict is in favor of Jim and Wendy’s latest book.” — Elaine Biech, author of The Business of Consulting and Training for Dummies

Using a courtroom trial as a metaphor, Training on Trial seeks to get to the truth about why training fails and puts the business partnership model to work for real.While upbeat lingo abounds about “complementing strategic objectives” and “driving productivity,” the fact is that most training does not make a significant enough impact on business results, and when it does, training professionals fail to make a convincing case about the value added to the bottom line.The vaunted “business partnership model” has yet to be realized?and in tough economic times, when the training budget is often the first to be cut, training is on trial for its very existence. Readers on both sides of the “courtroom” will learn how to:Build expertise and become genuinely involved in your company's or client's businessPledge to work together to positively impact a pressing business need or pivotal business opportunityAsk the jury their expectations and revise your own to be more realistic and mutually satisfyingDevelop a plan, targeting the key drivers of performance success after training has taken placeExecute your initiative and deliver a stellar ROESM (Return on Expectations)A thought-provoking read for trainers and business unit leaders alike, Training on Trial provides a new application of the Kirkpatrick Four-Level Evaluation Model and a multitude of tips and techniques that allow lessons learned to be put into action now. ""We do not have a choice but to defend ourselves," attests Dr. James D. Kirkpatrick, one of the world's most respected training and management consultants. In Training on Trial, Kirkpatrick and his co-counsel, Wendy Kayser Kirkpatrick, guide you through every critical step of making a case for the value of training - whether to your CFO or to a potential client. Using a courtroom trial as a metaphor, the Kirkpatricks demonstrate how to refute the charge that training does not make a significant enough impact on business to justify its costs. To help you represent yourself to the jury - that is, whoever has the power to judge your relative value - the authors call on eminent industry expert Dr. Donald Kirkpatrick. Dr. Kirkpatrick's famous Four Level Evaluation Model has been adapted and applied to provide the foundation for your winning defense." "Throughout, you'll find key action points and business partner tips. To add to the case, the Kirkpatricks spotlight star case studies from their practice, including Georgia-Pacific, Clarian Health, Farm Credit Canada, and the U.S. Department of Defense." --Book Jacket Contents 6 Foreword 8 Preface and Acknowledgments 12 1 The Case Against Us 18 2 Taking the Case 36 3 The Foundation of Our Defense 48 4 Step 1. Pledge to Work Together 68 5 Step 2. Address Important Jury Issues 86 6 Step 3. Refine Expectations to Define Outcomes 106 7 Step 4. Target Critical Behaviors and Required Drivers 118 8 Step 5. Identify Necessities for Success 140 9 Step 6. Execute the Initiative 164 10 Step 7. ROE[sup(SM)], or Return on Expectations[sup(SM)] 180 11 Examples from Our Stars 214 12 Call to Action 238 Index 244 A 244 B 245 C 246 D 247 E 248 F 249 G 249 H 250 I 250 J 250 K 250 L 251 M 252 N 252 O 252 P 252 R 253 S 254 T 255 U 256 V 256 W 256 0814414648,9780814414644 Using a courtroom trial as a metaphor, this book seeks to get to the truth about why training fails and puts the business partnership model to work for real. It teaches readers on both sides of the 'courtroom' how to stop viewing training as a cost center. The defendants--corporate training programs--are hereby charged with failing to deliver results. Is yours guilty?