| Description |
1 online resource (xv, 218 pages) : illustrations |
| Bibliography |
Includes bibliographical references (pages 210-211) and index. |
| Contents |
Special recognition -- The business case for transformation -- Sold on learning -- Missed connections -- Running training like a business -- Making the transformation -- The phases of transformation -- Assessing: take stock of training -- Post assessment: weigh your options, make the business case -- Planning: design a value machine -- Installing: launch the training enterprise -- The end of the beginning -- Running: deliver unmistakable value -- A customer's perspective -- Epilogue. |
| Summary |
Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T & D). In fact, T & D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T & D to become a full-fledged player in the world of business. At issue, the authors contend, is T & D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T & D must alter the traditional precepts that keep it separate form the business and out of the loop strategically. Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T & D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how Running Training Like a Business: 1. Eliminates the many hidden costs of training; 2. Re-focuses T & D from delivering training content to addressing business issues; 3. Makes T & D a full stategic partner in business decision making; 4. Ensures that training measurement is baked in, not bolted on; 5. Improves the effectiveness and efficiency of internal and/or external T & D organizations. Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year. |
| Language |
English. |
| Subject |
Employees -- Training of.
|
|
Training.
|
|
Personnel -- Formation. |
|
Formation. |
|
training. |
|
Employees -- Training of |
|
Training |
|
Training. |
| Added Author |
Trolley, Edward A., 1948-
|
| Other Form: |
Print version: Van Adelsberg, David, 1960- Running training like a business. 1st ed. San Francisco : Berrett-Koehler Publishers, ©1999 1576750590 (DLC) 99028829 (OCoLC)41156549 |
| ISBN |
1576750590 (electronic bk.) |
|
9781576750599 (electronic bk.) |
|
1583764445 (electronic bk.) |
|
9781583764442 (electronic bk.) |
|
9781605096407 (electronic bk.) |
|
1605096407 (electronic bk.) |
|
9781605096391 (electronic bk.) |
|
1605096393 (electronic bk.) |
|
1283268671 |
|
9781283268677 |
|
9786613268679 |
|
6613268674 |
|
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