In my last several blogs, I began describing how organizations can better support current business initiatives, increase organizational responsiveness, and reduce curriculum acquisition and development costs by aligning their business needs with their instructional assets. This final step of the process is “Proposing and Implementing Recommendations”. Following are the activities that are typically performed during this step.
In my last two blogs, I began describing how organizations can better support current business initiatives, increase organizational responsiveness, and reduce curriculum acquisition and development costs by alining their business needs with their instructional assets. The second step of this six step process is Analyzing your Curricula. Following are the activities that are typically performed during this step.
In my last blog, I began describing how organizations can better support current business initiatives, increase organizational responsiveness, and reduce curriculum acquisition and development costs by alining their business needs with their instructional assets. The first of the six steps of this process in Documenting your Business Needs. Following are the activities that are typically performed during this step.
High-performing training organizations are focused on the alignment of their instructional curricula with the needs of the business. However, the content development field lacks a systematic methodology for performing that alignment. Such a method can provide organizations with a powerful tool to better support current business initiatives, increase organizational responsiveness, and reduce curriculum acquisition and development costs.
The objective of training is not to tell anyone anything. It is for them to do something. Those of us who have children know too well that telling people to do something doesn’t guarantee that they will do it.
Outside resources can increase the scope and flexibility of internal training departments. They can provide knowledge of a particular subject matter (e.g.,Leadership and Management Development) or additional horsepower during a “crunch” period. However, using outside content development resources is not without its share of problems. Here are the five most common ways training departments fail in working with outside content development resources. I sincerely hope that none of you make these mistakes, but if you do, be assured that you stand in good company.
