Chapter 11 – The Future of Training and Development
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
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CHAPTER 11
THE FUTURE OF TRAINING AND DEVELOPMENT
This chapter discusses how training and development will evolve in the future. Many
factors will influence the future of training and development, including the development
of new technology, which can affect how training is delivered and the quality and realism
of instruction; the increased emphasis on just-in-time learning; and the increased value
placed on intellectual capital, which can be developed through social relationships and
networks. This chapter is full of valuable information on where the training and
development arena is headed. It is critical that the training and development students have
an understanding of these trends, for they will have a great effect on the major issues in
training and development. Among the future trends discussed are the continued influence
of new technologies; training for virtual work arrangements; increased emphasis on speed
in design, focus on content, and use of multiple delivery methods. The increased
emphasis on capturing and sharing intellectual capital and the increased use of true
performance support and social learning are mentioned in detail. The chapter also
highlights the importance of performance analysis and learning for business
enhancement, along with the increased use of training partnerships and outsourcing
training. A thorough discussion of the implications of these trends is provided.
Objectives
1. Identify the future trends that are likely to influence the training departments and
trainers.
2. Discuss how these future trends may impact training delivery and administration as
well as the strategic role of the training department.
3. Discuss how rapid instructional design differs from traditional training design.
4. Discuss the advantages of embedded learning.
5. Discuss how training can contribute to a company’s sustainability initiative.
6. Discuss the implications of cloud computing for learning, training, and development.
I. Introduction
This chapter takes a look at what the future of training and development might look
like. Technological advances represent one trend that is likely to influence the future
of training and development and your future as a trainer.
Training for Sustainability
A. Sustainability refers to a company’s ability to make a profit without sacrificing
the resources of its employees, the community, or the environment. A growing
number of companies have made sustainability an important part of their business
strategy.
Chapter 11 – The Future of Training and Development
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
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B. Training and development can contribute to companies sustainability initiatives
by providing learning opportunities for employees in organizations in developing
countries that lack the resources, providing development experiences for
employees.
II. Increased Use of New Technologies for Training Delivery
A. The use of social media, mobile learning (iPods), and other new technologies will
likely increase in the future for several reasons.
1. The cost of new technologies will decrease over time.
2. Companies can use technology to better prepare employees to serve customers
and generate new business.
3. The use of these new technologies can substantially reduce the training costs
related to bringing geographically dispersed employees to one central training
location (e.g., travel, food, and housing).
4. The new technologies allow trainers to build into training many of the
desirable features of a learning environment (e.g., practice, feedback,
reinforcement, etc.)
5. As companies employ more contingent employees (e.g., part-timers and
consultants) and offer more alternative work arrangements (e.g., flexible work
schedules and working from home), technology will allow training to be
delivered to any place and at any time.
6. The new technology also makes it possible to create “smart” products.
B. Teleimmersion—which is a technology that provides realistic, life-sized
holographic projections in which employees can hear and see collaborators as if
they were physically present in the office—can be used to create a holographic
training room in the office with virtual trainees beamed in from other locations.
C. Virtual retinal display is a technology that projects images directly on the retina of
the eye. Virtual retinal display allows real-time, on-site performance support.
III. Increased Demand for Training for Virtual Work Arrangements
A. Virtual work arrangements include virtual teams as well as telecommuting, work
that is conducted in a remote location (distant from central offices), where the
employee has limited contact with peers, but is able to communicate
electronically.
B. There are two training challenges for virtual work arrangements.
1. Companies will have to invest in training delivery methods that facilitate
digital collaboration. Digital collaboration refers to an interaction between two
or more people mediated by a computer.
2. For companies with virtual work arrangements, having knowledge, knowing
which employees possess it, and sharing knowledge within and across
functions, teams, and individuals are critical for effectiveness.
IV. Increased Emphasis on Speed in Design, Focus in Content, and Use of Multiple
Delivery Methods
Chapter 11 – The Future of Training and Development
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
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A. The traditional training design model has been criticized for its linear approach,
the instructional system design model, and the time taken.
B. Rapid instructional design (RID) is a group of techniques that allows training to
be built more quickly. It modifies the training design model that consists of needs
analysis, design, development, implementation, and evaluation.
C. Two important principles in RID:
1. The instructional content and process can be developed independently of each
other.
2. Resources that are devoted to design and delivery of instruction can be
reallocated as appropriate.
D. Design includes everything that happens before the training experience; delivery
is what happens during the training experience.
E. Managers are demanding training courses that are shorter and that focus on the
necessary content. The development of focused content will become easier
because of blogs and podcasts.
V. Increased Emphasis on Capturing and Sharing Intellectual Capital
A. Sharing knowledge and contributing to the company’s intellectual capital is going
to become more common as collaborative social networking technology and Web
2.0 tools make this simpler to implement.
B. Developing the map of informal connections between employees is known as
social network analysis.
C. The increasing use of new technologies to deliver training and to store and
communicate knowledge means that trainers must be technologically literate.
VI. Increased Use of True Performance Support and Social Learning
A. Embedded learning refers to learning that occurs on the job as needed. It involves
collaboration and nonlearning technologies such as instant messaging, and it is
integrated with knowledge management.
B. Embedded learning will include social learning. Social learning refers to learning
with and from others.
C. Embedded learning may become increasingly prevalent in the future when it is
not possible for employees to attend classroom instruction or spend hours on
online learning that is not directly relevant to their current job demands.
D. Embedded-learning products include task-specific, real-time content and
simulation that are accessible during work as well as real-time collaboration in
virtual workspaces. Recent and rapid adoption of wireless technology is
connecting employees directly to business processes.
E. One vision of the future is that employees will be presented with short learning
episodes embedded in their work, be alerted when the learning episodes are
needed, have direct connections to experts, be continuously connected online
wirelessly, and have simulations for guidance.
Chapter 11 – The Future of Training and Development
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
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F. Another vision is that the personal computer will be the hub that allows
employees not only to share data but also to access training content and subject
matter experts automatically, on an as-needed basis.
G. There is a new type of learner emerging, the “social cyborg,” who integrates
social networks into the way they think, learn, and solve problems.
H. A new set of learning strategies will be need to be adopted including learning
environments that include online mentoring and collaborative learning platforms.
VII. Increased Emphasis on Performance Analysis and Learning for Business
Enhancement
A. Because of an increasing focus on contributing to the company’s competitive
advantage, training departments will have to ensure that they are seen as helping
the business functions.
B. Training departments must shift the focus from training as the solution to business
problems to a performance analysis approach. A performance analysis approach
involves identifying performance gaps of deficiencies and examining training as
one possible solution for the business units (the customers).
C. Three ways that training departments will need to be involved are (1) focusing on
interventions related to performance improvement, (2) providing support for high-
performance work systems, and (3) developing systems for training
administration, development, and delivery that reduce costs and increase
employees’ access to learning.
D. As more companies move to high-performance work systems, training
departments will need to be prepared to provide effective training in interpersonal,
quality, and technical skills, as well as to help employees understand all aspects of
the customer-service or production system.
E. Business competitiveness can be realized by quick change, speed in delivery, and
reductions in costs and time constraints.
F. Just-in-time learning is many companies’ answer to quick learning and the quick
application of learning to the business.
G. Because the direction in training is away from learning as the primary outcome
and more toward learning as a way to enhance business performance, companies
have started to purchase learning management systems (LMSs) that provide
training administration, development tools, and online training.
H. Cloud computing allows companies to lease software and hardware, and
employees don’t know the location of computers, databases, and applications that
they are using (this is known as being in the “cloud”).
I. Cloud computing refers to a computing system that provides information
technology infrastructure over a network in a self-service, modifiable, and on-
demand. Clouds can be delivered on-demand via the Internet (public cloud) or
restricted to use by a single company (private cloud).
J. It also allows groups to work together in new ways, can make employees more
productive by allowing them to more easily share documents and information, and
provide greater access to large company databases.
Chapter 11 – The Future of Training and Development
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
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VIII. Increased Use of Training Partnerships and Outsourcing Training
A. The key decision for companies will not be whether to outsource but rather how
much training to outsource.
B. Barriers between business and educational institutions make it difficult for many
employees to update their skills and knowledge that they need for their current
jobs or preparation for jobs in another career. A lifelong learning system can
provide better opportunities for more people to develop the talent needed to suit
multiple jobs and careers that they will likely hold during their lifetimes.
C. Trainers will need identify outsource providers who can deliver effective training
solutions, particularly in technology-based learning solutions in which they lack
the internal expertise to develop in house.
D. One type of training outsourcing involves the use of an application service
provider (ASP), a company that rents out access to software for a specific
application.
E. The major benefit of using an ASP is that company resources are not used to
purchase or maintain an internal network or intranet. Also, companies save the
costs associated with building, renting, or maintaining a training facility.
Implications of Future Trends for Trainers’ Skills and Competencies
A. Increased emphasis will be placed on the ability of trainers to more effectively use
technology.
B. Also, as companies become more global, they will need to adapt training methods
and content to local cultures.
Chapter Summary
This chapter is an extremely important section of the textbook because it gives students a
look into the future. Many of the trends described are actually coming to fruition. The
influence of new technologies was addressed; and, the term “intellectual capital” was also
described and virtual training organizations revisited. Much of the chapter was devoted to
the concept of change, the training function as a catalyst for change, and change related
problems that may come up. The student will benefit from an understanding of embedded
learning that also includes social learning. There is an emphasis on performance analysis
and learning for business enhancement through cloud computing in the chapter. As the
final chapter in the textbook, it provides the student with a cutting edge perspective on
the future of the training and development function.