Creating a Learning Culture Through Training and Development

Creating a learning culture through training and development

A perpetual competitive edge

Park University

Abstract

        Training and development are only instruments of a total learning environment that keeps a company in a perpetual motion of success and competitive advantage.  The definition and characteristics of training contribute to a talented and confident workforce in today’s global economy.  Several examples can be found on how and why companies develop, conduct and integrate training strategies to give them a competitive edge in their respective market or industry.  The accessibility to training is evolving through highly connected professional and social networks that contain vast learning and knowledge networks connecting people all over the world.   Training and development is the foundation for a dynamic learning culture within an organization, but learning and knowledge sharing must constantly evolve to remain relevant.

Table of Contents

i. Introduction                                                        4

ii. Trends in business training                                6

iii. Phases of training                                                9

iv. Assessment                                                11

v. Realistic training advantage (U.S. Army example)        14

vi. Speed of change and technology                                17

vii. Pedagogy and Teaching                                        20

viii. Generational influences                                        22

ix. The transfer of expertise                                        23

x. Executive training and development                        26

xi. Conclusion                                                        29

xii. References                                                        32

Introduction

        Training in the globalized competitive market of today is something that is often talked about, and when analyzed, it presents a multitude of concepts, ideas and definitions.  No two companies agree on the same approach, frequency or even the basis for training, yet it remains a topic in business that has to be addressed and decisions have to be made.  Those decisions intertwine with everything from day to day operations to the long-term strategic goals of any company attempting to remain relevant and competitive.  Today’s global market requires companies to implement and develop comprehensive learning cultures where competitive advantage is intertwined with the strategic and operational framework of technology, collaboration, assessment and the transfer of advanced skills of experts and executives.

        Learning cultures are not easily carved out of long standing executives and corporate experts who are bound by their own biased views and strategic goals.  A majority of business people including top management believes training is a distractor and a waste of time and resources (Bersin, 2013).  Meanwhile, according to the 2013 Corporate Learning Factbook, it is estimated that U.S. businesses spend over $60 billion per year on developing and training employees (Bersin, 2013).  Most business leaders would ask, how much of the money spent equals increased profits and how is that captured in a quantifiable manner?  Unfortunately, the return on investment is very hard to capture and most executives agree that is highly subjective and qualitative in nature (Bersin, 2013).          

        Bersin’s (2013) reference to a “corporate learning strategy” encompasses more than training and is a comprehensive system that produces “one of the most important sources of competitive advantage.” A good example is the comparison of a performance appraisal to an entire professional performance management system; one is part of the other but the stand-alone concept is a very small part of a complex and important system.  Training is defined by Merriam-Webster (2013) in three parts: “the act, process, or method of one that trains; the skill, knowledge, or experience acquired by one that trains; the state of being trained.”  Many conclusions, about what training is or what it is not, can be formulated from all three segments of the definition.  Pepper (1992, p.3) defines training as the “process concerned with the acquisition of capability or the maintenance of existing capability.”  Pepper (1992) lists five things within the range of the process which include the identification of the training necessary, specified steps and methods, detailed design of the activities, conducting training and the evaluation of the impacts of the training.  The process includes well defined decision making and efforts to capture how well it supports the goals and initiatives of a company.