Training Industry Quarterly - Spring 2012 - (Page 3)

From where I sIt | doug harward Volume 5 here’s a lot of discussion in the training industry around the need to determine how well training is aligned with the goals and missions of the organization. It’s an important topic well worth considering, because if training isn’t properly aligned, what purpose is it serving? Creating that alignment is more than a short-term goal, it’s an ongoing mission. And it all starts with a clear understanding of what it takes to create that alignment between learning and business. It takes, in a word, greatness. But what does it take to be great? For the past four years, TrainingIndustry.com has studied hundreds of companies to understand what makes a great training organization. Our objective was to identify the processes and critical practices that separate organizations that are average performers from those that perform at very high levels. What we learned was that the underlying principle in all great training organizations was the processes and practices they performed on a regular and systematic basis. Add to that, of course, the sheer excellence in how they execute those fundamental processes. One important finding was that an overwhelming number of professionals in these organizations (79 percent) viewed strategic alignment as the single most-important process capability that allows a training organization to be great. With strategic alignment being the most critical process capability, we then wanted to understand what practices associated with this process area was most important. We found there were five critical practices that separate great training organizations from others: 1. Adapting training to an organization’s unique business culture. 2. Customizing training to meet the organization’s needs. 3. Establishing agreed upon business objectives. 4. Defining performance success metrics. 5. Developing consultative partnerships with clients. What I find most interesting is that all of these critical areas are practices that training professionals and consultants have been talking about for quite some time. So if that is the case, then why aren’t all training organizations great? Is it because some organizations choose not to do these practices? Or is it because doing each of these practices well is difficult? I believe it’s more the latter. I’ve worked with many training leaders over the years, and I ran a global training organization, and I know these things do not come easy. From where I sit, the most important lesson from the study is that the organizations that are great performers are those that are great at process management. Performing at a high level requires well-defined processes, high expectations for performance management and the willingness to be held accountable. Ask yourself: Is your organization great? What are you doing or can you do to strengthen training’s alignment with the business? Doug Harward is CEO of Training Industry, Inc., and a former learning leader in the high-tech industry. Email Doug. T training in alignment www.trainingindustry.com/tIQ Issue 2 spring 2012 Publisher training Industry, Inc. 401 harrison oaks Blvd., suite 300 | Cary, NC 27513 (919) 653-4990 ChIeF exeCutIVe oFFICer Doug Harward dharward@trainingindustry.com eDItor IN ChIeF Ken Taylor ktaylor@trainingindustry.com eDItorIAL DIreCtor Tim Sosbe tsosbe@trainingindustry.com AssoCIAte eDItor Michelle Eggleston meggleston@trainingindustry.com ADVertIsING DIreCtor Neal Gagnon ngagnon@trainingindustry.com CoNtrIButING Authors editor@trainingindustry.com Dr. Bobby Baker Ken Blanchard Scott Blanchard Lisa Bodell Wendy Brooks David Carder Doug Harward Kaliym A. Islam Charles Jennings Kevin Oakes Malcolm Poulin Tim Sosbe Michael Lee Stallard Dr. Gary Woodill Phyllis Wright CoVer Art: © Stephan John | istockphoto.com eDItorIAL BoArD editor@trainingindustry.com Jeneen Baret, Manager of Information Technology IT Learning Group, Cisco Systems Robert Campbell, VP of Learning, Cerner Corp. Ed Cohen, Chief Learning Officer, HCL John Hovell, Senior Manager, Learning Operations and Technology, BAE Systems Kaliym Islam, Vice President, Customer Training, Depository Trust and Clearing Corp. Barbara Jordan, Chief Learning Officer, Jackson Hewitt Tax Service Karen Kocher, Chief Learning Officer, Cigna David Lamb, Vice President, Learning & Media Services, Rollins Alan Malinchak, Chief Learning Officer, Homeland Security Solutions, Inc. Krys Moskal, Vice President, People Development, Pearson Scott Neeley, National Training Manager, Newell Rubbermaid Frank Shaffer, CEO, CGFNS International Irish Kennedy Smothers, President, Kennedy Smothers & Associates Kee Meng Yeo, Director, Global Learning and Development, Amway TrainingIndustry Quarterly, Spring 20122012 / A Training Industry, Inc.www.trainingindustry.com/TIQ Training Industry Quarterly, Spring / A Training Industry, Inc. ezine / ezine / www.trainingindustry.com/TIQ 33 http://www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ http://www.TrainingIndustry.com http://www.istockphoto.com http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Spring 2012

From Where I Sit: Training in Alignment
Table of Contents
Ad Index
Guest Editor: Leveraging Goal-Setting & Feedback
Learning at the Speed of Business
The Dark Side of Digital
Closing the Generation Gap Between Leaders
Tomorrow's Learning: Blended & Just-In-Time
Assessing Learning and Performance
The Science of Engagement
Engaging Senior Leaders in the Learning and Development Process
Six Critical Measurement Mistakes and How to Avoid Them
The Difference Makers: Identifying and Hiring the Right People
Casebook: DTCC Learning: Developing a Training Digital Nervous System
Leadership Competencies: Delivering Results
Tweet Suite
Company News
Closing Arguments: Measure For Measure

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