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The Changing World of the Trainer considers how the human resource
development professional should undertake his or her role in today
s organization. It offers a new framework which reflects the
business reality of the modern world. This practical work proceeds
through a series of tools, checklists, questionnaires and
instruments and presents an extensive series of illustrative case
studies, drawn from organizations throughout the world.The book
argues that the problems that trainers face are fundamentally the
same. Their objective is to put a process in place to ensure that
employees are able to acquire the knowledge and skill required by
the organization. The acquisition of individual and collective
knowledge and skills is not the primary purpose of the organization
skills are a means to the end of profitability and service
delivery. Hence training is a derived or secondary activity. In the
world economy a global model of human resource development is
emerging. In one form or another, organizations are seeking to
develop what are known as high performance working practices. What
the customer requires drives business processes: staff must be
recruited, retained and motivated. Effective learning, training and
development is now essential.This does not mean the end of the
traditional off-the-job training course. There are many occasions,
and these are illustrated within the book, when a training course
delivered by a subject-matter expert is an effective way of
promoting the organization s objectives through individual
learning. However, it is increasingly evident that the range of
interventions undertaken by the trainer extends far beyond the
design and delivery of the training course. There has been a huge
increase in coaching and in ways of promoting group learning.
Action learning is undergoing a resurgence. Generally there has
been a growth of non-directive forms of intervention; a shift in
emphasis fro
When the first edition of Martyn Sloman's Handbook appeared, it
made an immediate impact on the HRD community. Its starting point
was the idea that traditional approaches to training in the
organization were no longer effective. The Handbook introduced a
new model and set out the practical implications. The world of HRD
has moved on, and Martyn Sloman has now drastically revised the
text to reflect the increased complexity of organizational life and
the many recent developments in the field. His aim remains the
same: to help readers to develop a framework in which training can
be effectively managed and delivered. In Part I of the text the
author draws attention to the opportunities created for training by
the current emphasis on competition through people. In Part II he
poses the question: 'What should training managers be doing to
ensure that training in their organization is as good as it can
be?' Here he stresses the need to keep training aligned with
business objectives, and to encourage line managers to work
alongside the human resource professionals. The third and final
Part considers the trainer as a strategic facilitator and examines
the skills required. Martyn Sloman writes as an experienced
training manager and his book is concerned, above all, with
implementation. Thus the text is supported by questionnaires,
survey instruments and specimen documents. With its combination of
thought-provoking argument and practical guidance, the Handbook
will continue to serve all those with an interest in organizational
training.
When the first edition of Martyn Sloman's Handbook appeared, it
made an immediate impact on the HRD community. Its starting point
was the idea that traditional approaches to training in the
organization were no longer effective. The Handbook introduced a
new model and set out the practical implications. The world of HRD
has moved on, and Martyn Sloman has now drastically revised the
text to reflect the increased complexity of organizational life and
the many recent developments in the field. His aim remains the
same: to help readers to develop a framework in which training can
be effectively managed and delivered. In Part I of the text the
author draws attention to the opportunities created for training by
the current emphasis on competition through people. In Part II he
poses the question: 'What should training managers be doing to
ensure that training in their organization is as good as it can
be?' Here he stresses the need to keep training aligned with
business objectives, and to encourage line managers to work
alongside the human resource professionals. The third and final
Part considers the trainer as a strategic facilitator and examines
the skills required. Martyn Sloman writes as an experienced
training manager and his book is concerned, above all, with
implementation. Thus the text is supported by questionnaires,
survey instruments and specimen documents. With its combination of
thought-provoking argument and practical guidance, the Handbook
will continue to serve all those with an interest in organizational
training.
The 'Changing World of the Trainer' considers how the human
resource development professional should undertake his or her role
in today's organization. It offers a new framework which reflects
the business reality of the modern world. This practical work
proceeds through a series of tools, checklists, questionnaires and
instruments and presents an extensive series of illustrative case
studies, drawn from organizations throughout the world.
The book argues that the problems that trainers face are
fundamentally the same. Their objective is to put a process in
place to ensure that employees are able to acquire the knowledge
and skill required by the organization. The acquisition of
individual and collective knowledge and skills is not the primary
purpose of the organization - skills are a means to the end of
profitability and service delivery. Hence training is a derived or
secondary activity. In the world economy a global model of human
resource development is emerging. In one form or another,
organizations are seeking to develop what are known as high
performance working practices. What the customer requires drives
business processes: staff must be recruited, retained and
motivated. Effective learning, training and development is now
essential.
This does not mean the end of the traditional off-the-job training
course. There are many occasions, and these are illustrated within
the book, when a training course delivered by a subject-matter
expert is an effective way of promoting the organization's
objectives through individual learning. However, it is increasingly
evident that the range of interventions undertaken by the trainer
extends far beyond the design and delivery of thetraining course.
There has been a huge increase in coaching and in ways of promoting
group learning. Action learning is undergoing a resurgence.
Generally there has been a growth of non-directive forms of
intervention; a shift in emphasis from instruction to the
facilitation of the learning process. Many practitioners are
proceeding effectively to redefine their roles in a variety of
different ways. However, it is now time to offer a formal
expression of the new training and learning role.
Martyn Sloman is highly respected intermationally within the field
of learning and development, with experience as a practitioner in
the public, private and voluntary sectors.
* Outlines the challenges of implementing the emerging new role of
the trainer.
* Highly practical and avoids jargon, written by a well-known
author.
* Supported by international case studies and draws on the latest
research in the field.
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