Training Industry Quarterly - Spring 2008 - (Page 33)

Table 3 Senior Management Satisfaction Levels by Scope of CI Initiative Company-wide Very satisfied Not very satisfied 34% 16% Functional area 27% 9% significant number of respondents also strongly recommended blended learning as an ideal delivery method for improvement initiative training. For frontline and shop floor staff, respondents strongly prefer on-the-job training. For both team leaders and senior managers, training leaders suggested both e-learning and blended learning as appropriate methods to complement instructor-led training. In addition, respondents recommended experiential projectbased training for team leaders and summary discussions for senior managers. In Summary When planning how to execute training for your next improvement initiative, taking these five key drivers to heart can only strengthen the support, usage and integration of the program into your organization’s culture. The ultimate benefit of initiatives with the active support of leadership and the involvement of the training function will be in the results. Tracy Hollister is general manager of market intelligence for Training Industry, Inc. You can email Tracy at thollister@trainingindustry.com. About the study To gather data for this study, Training Industry, Inc. and TBM LeanSigma Institute conducted an online survey of 71 corporate training leaders across a broad range of industries and company sizes. Most respondents were in the service (44%) or manufacturing (21%) sectors. They were well-distributed across all industry sizes, from under $100 million in annual revenues to more than $1 billion. However, the majority of companies (59%) were in the under $500 million base size. No one type of continuous improvement methodology dominated the sample. The two most frequently used methodologies, a combination of Lean & Six Sigma and Total Quality Management, were each used by less than 20% of the organizations. Among all types of companies, half of the continuous improvement initiatives were company-wide. About 15% used a continuous improvement initiative for either a functional area or business process. 33 Business process 20% 10% 0 10% 20% 30% 40% “Create an overall plan, beginning with senior management and involving new employees as well as all employees on a frequent basis,” one respondent advised. Training Content Training leaders most often used the word “specific” to describe how they would redesign training content for their companies’ continuous improvement initiatives. In particular, respondents recommended focusing on operational processes, performance competencies and organizational goals the training should impact. In recommending blended learning, training leaders suggested providing e-learning modules with mentoring or instructor-led training, using more interactive technologies to address the preferences of younger workers and just-in-time learning through short, chunked information delivered via wikis, blogs, podcasts and RSS feeds. Training Delivery Methods Naturally, different types of training are appropriate for different types of audiences and for different objectives. According to the study, instructor-led training (ILT) continues to be the training of choice for embedding an improvement initiative in an organization for all levels of employees. To complement ILT, a Training Industry Quarterly, Spring 2008 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ

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Training Industry Quarterly - Spring 2008 At the Editor’s Desk Contents Winning Organizations Through People Before You Buy… Learning Technologies Take Your ROI to Level 6 LCMS: A Critical Link to Learning Success Establishing Best Practices for Learning Governance Training’s Role in Continuous Improvement Meet Jim Mitnick Meet Karen Kocher Meet Christina Cernuch The Personal Side of Personnel Training Closing Arguments

Training Industry Quarterly - Spring 2008

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