Training Target Continuum

There are many reasons why an organization may want to do training.  The following are overriding objectives and philosophies that drive what training is perceived to be needed and what training is done.  The continuum moves from left to right in relation to the depth of learning and change that is expected. 

Manage the Load

The organization is interested in coordinating more effectively the training that has been identified .  Management has identified a lack of capacity to train at the current levels given current resources. What they want is some method of determining what training to eliminate.  This mindset is frequently driven by concern about the cost of the training.

Develop/ Fix Performance

Training decisions are made on the basis of the need to improve “poor performance” and to develop those employees who are capable of increasing the contribution they make.  This tends to be an individual issue and the each supervisor makes training decisions.  The mindset here is focused on training as a solution to performance shortfalls.

Support the Business

Training is seen as an important way to enable the business to meet its objectives.  Management focuses on particular competencies required by job classes that are key to company success and then making sure there is training for them. This mindset sees skill development as critical to achieving business results. It is more likely than the others to be proactive or “just in time.”

Create or Support Change

Training is seen to be key to helping the organization change.  Business plan goals are analyzed to determine the skills and competencies that people require to help the organization achieve this. Some training is current initiative focused and others is long term and strategic in nature.  Training is used as a means to affect culture change. There is a recognition of the impact that education has on attitude and motivation as well as on skills.

Create a Learning Organization

Training is seen as an important component of continuous learning.  The organization uses learning as a means to develop a competitive advantage.  The process of learning is integral to the work and growth of the organization and empowerment of employees.  There is emphasis not just on specific skills, but also on the capability of the organization to more effectively gain knowledge through more effective acquisition, dissemination and use of information.