You have been reading about Strategic Training. To get us started thinking about T & D, I would like you to reflect on the following questions.
* Should T & D be centralized or de-centralized in larger companies?
* Where should HRD report in an organization?
* Should we outsource training?
* Are there key organizational factors to consider as we answer this question? If so, what are they?
Here are some other data points (in addition to Noe) for you to consider as you reflect on these questions:
1. Is the Human Resources Department just another client of T&D/L&D/HRD or whatever we call the training department? T&D often does much of the HR-related training. I did orientation, employee relations (e.g. harassment, performance management, interviewing, etc) type training when I started in the field. Later my team did technical, sales, leadership, safety, customer service, quality, etc. type training. HR was only one of our customers.
2. Thought you might like to see an industry-related blog where they are discussing some of these questions:
https://network.clomedia.com/forum/topics/should-ld-report-to-hr-or
Pros And Cons Of Different Business Sectors Managing eLearning (Source: Forrester Research, Inc.)
Pros:
- HR is the traditional location for eLearning and is an employee comfort zone.
- This enables easy integration with the other kinds of learning that HR offers. By combining these programs, it becomes easier to achieve a blended learning solution.
- IT has strong technical expertise that may include some instructional design and content development knowledge to provide strong custom content development expertise.
- This ensures that the network capacity and other infrastructure supports eLearning activities and the LMS integrates well with other organizational systems.
- Marketing or sales can closely align internal learning and product strategies in heavily customer-driven learning environments or can embed learning into the customer experience in a way that shows measurable business results.
- Marketing and sales possess expertise in launching campaigns and spreading the word about internal resources that affect customers, sales, or products.
- This enables fast development of content by subject matter experts using easy-to-use, rapid eLearning development tools.
- This focuses on specific LOB learning needs.
- This allows the eLearning to be the primary focus, especially the development of custom eLearning content.
- A separate department has expertise, tools, and financial backing to produce quality programming.
Cons:
- HR doesn't always understand eLearning development or have knowledgeable eLearning staff with instructional design and development backgrounds.
- eLearning may stay HR-focused and not expand to other LOBs.
- IT often lacks the eLearning methodology and education expertise.
- IT focuses more on the technology than on the learning and performance improvement; ultimately, the focus should be on the training outcomes and results.
- eLearning may compete with other higher-priority requirements and not get the attention it needs.
- Sometimes, marketing has few technical people; this requires a good IT relationship to handle or advise on LMS management and the supporting technology.
- This enables duplication of learning expertise in the LOBs.
- LOB may not be equipped to develop content aimed at the whole organization.
- A separate department can becomes isolated unless the department has a visionary leader and develops excellent communication strategies with other parts of the business.