By now, it must be apparent that useful and valid learning objectives result from a collaborative effort between the client management and the T&D department.
But writing these objectives is hard work, and only the T&D specialists are masters of the technology. Does it follow, then, that they should be held accountable for the initiative and for the final product?
Precisely!But it also follows that T&D specialists should never do the work alone.The statement may be for a totally observable action with a thoroughly measurable criterion and well-defined performance conditions. It is worthless if it isn't also a realistic statement of what the client organization needs and of what it will reinforce on the job. Thus a team approach seems critically important in the process of creating professional but practical learning objectives.
Who should be on that team? Ideally, several elements need to be represented. First,the top management in the client department must approve the final objectives. These top managers may not be actively involved in selecting the words—but their final "sign-off" is critical, and they must be involved in a two-way conversation while reviewing those statements. Only such scrutiny by top client management can ensure the legitimacy of the program.
Actually,three elements are usually necessary representatives of the client (line) organization:
And,of course, the T&D department should be represented. Typically, two types of T&D expertise are needed: the consultant who helps analyze the performance problem and defines behavior, and the designer who must create learning systems to develop those behaviors. These functions may very well be combined in or performed by just one person, but the process requires both skills:pinning down the behavior and making certain that some learning method can be devised to achieve it. Without the consultant's active involvement, it is possible that the real problem will go unsolved; without the designer's participation,it is possible that unrealistic learning outcomes or inappropriate methods will be attempted.
The team that produces the learning objectives should probably be organized, as shown in Figure below.
Team for establishing learning objectives.
Training and Development Related Interview Questions
|HR Management Interview Questions||Recruitment Interview Questions|
|Content Writer Interview Questions||HR Interview Questions|
|Content Marketing Interview Questions||Taleo Recruiting Interview Questions|
|Performance Management Interview Questions||Hr Coordinator Interview Questions|
|Performance Appraisal Interview Questions||Recruitment and Selection Interview Questions|
|Hr Admin Interview Questions|
Training And Development Tutorial
The Need For Training And Development Departments
Function And Role Of T&d Managers
The T&d Department And The Organizational Structure
Identifying Training Needs
Responding To Individual Training Needs
Training Isn't Always The Solution
How Do People Learn?
Enhancing Transfer Of Learning
Training And Development Budgets
Measuring Training And Development
Assessing The Results Of The Training Programs
Selecting And Retaining The T&d Staff
Does Employee Development Pay Off?
All rights reserved © 2018 Wisdom IT Services India Pvt. Ltd
Wisdomjobs.com is one of the best job search sites in India.