Model for Training and Organizational Development LaToya S. Bates

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Model for Training and Organizational
DevelopmentLaToya S. Bates
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Typical response to planning or change management
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We Have A Problem

• Fix it
• What is it
• Why
• Who
• When
• What
• How Much

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Next Management idea

• Teach them and it will be better
• Train
• Fire
• Blame Training
• Fire Training
• Get a consultant
• Sometimes management IS the problem

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Define the problem Assess

• Determine the current situation
• Find key stakeholders
• Identify the source(s) of problems
• Why does this matter
• Who does it matter to
• How long has this been occurring
• How do others view or define the current situation

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Go or No Go

• Is this a training issue
• Yes, report findings
• Continue on to begin training plan
• No, report findings
• Responsible parties must take action

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Diagnose Identify Needs

• How do we correct what is wrong
• How do we get from current to desired situation
• Who do we need on our team
• Stake holders
• Management, upper management, leadership,
  sponsors?
• What do we need to get to desired state

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Go or No Go

• Do needs justify results?
• Is this the right time?
• Are there prerequisites?

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Define Develop Program Objectives, Training

• What do learners need to know
• SME
• Competencies
• Current skill/knowledge level
• What is acceptable to culture
• How do they do it
• How do they want it

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Program vs. Training Objectives

• Specify what the overall program is responsible
  for
• Evaluation point
• Set specific objectives so they can be evaluated
• If this is accomplished through training, what
  must be learned?
• Training objectives..learners will
• Measure training objectives and program
  objectives

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Implement

• Implement the change
• Evaluate effectiveness at predetermined intervals
• Pre-launch
• Launch
• Evaluation

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Evaluate

• Ongoing evaluation
• End of program, summative evaluation
• Incorporate results into program development
• Incorporate results into new areas for
  organization

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