Resourcing the Training and Development Function. IES Report.

Autor/inn/en	Carter, A.; Hirsh, W.; Aston, J.
Institution	Sussex Univ., Brighton (England). Inst. for Employment Studies.
Titel	Resourcing the Training and Development Function. IES Report.
Quelle	(2002), (103 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
ISBN	1-85184-319-1
Schlagwörter	Administrator Attitudes; Adult Education; Corporate Education; Developed Nations; Educational Resources; Emerging Occupations; Foreign Countries; Futures (of Society); Inplant Programs; Job Training; Labor Force Development; Models; Organizational Change; Organizational Development; Personnel Needs; Private Sector; Public Sector; Staff Development; Staff Utilization; Trainers; Training Methods; Training Objectives; United Kingdom (Great Britain) + Suchen Sie Ihr Suchwort? Adult; Adults; Education; Adult basic education; Adult training; Erwachsenenbildung; Developed countries; Industriestaat; Industrieland; Bildungsmittel; Ausland; Future; Society; Zukunft; Betriebliche Weiterbildung; Berufsqualifizierender Bildungsgang; Arbeitskräftebestand; Analogiemodell; Organisationswandel; Organisationsentwicklung; Personnel requirement; Personalbedarf; Privater Sektor; Öffentlicher Sektor; Personnel development; Personalentwicklung; Deployment of labor; Deployment of labour; Personaleinsatz; Ausbildungslehrer; Trainer; Didaktik; Trainingsmaßnahme; Training objectiv; Ausbildungsziel; Trainingsziel
Abstract	A study explored current practice in organizing and resourcing training and development (T&D) using survey responses from over 100 major private and public sector employers and case studies of T&D functions in 6 organizations. Business drivers for T&D were senior management as customers; diagnosis of training as "the solution;" individual employees as customers; and translation of business needs into training needs. Diverse methods were used to deliver training. E-learning, use of the corporate university concept, and coaching by specialist coaches and line managers increased. Nearly one-third of respondents had in-company training centers; case studies showed varied ways in which they can operate. Research indicated a function struggling to find organizational forms to meet business challenges. Structural forms were centralized, key account holder, devolved, business partner, shared service, outsourced, and stakeholder models. A number of roles were predicted to increase in importance, including trainer as facilitator, organizational change agent, and policy strategist. Role clusters in training were training deliverer, manager, advisor, and designer and facilitator. Organizations predicted T&D staff will need to be increasingly skilled, with biggest predicted needs in business awareness, influencing and negotiation, and project management. Increasing demands of new training roles were leading to resourcing challenges, such as recruiting into T&D. (Appendixes include a 32-item bibliography and overview of case studies.) (YLB)
Anmerkungen	Grantham Book Services, Ltd., Isaac Newton Way, Alma Park Industrial Estate, Grantham NG31 9SD, United Kingdom (19.95 British pounds (paper); 8 British pounds (pdf); free to members). Web site: http://www.employment-studies.co.uk.
Erfasst von	ERIC (Education Resources Information Center), Washington, DC