New training strategies for a new day
| Date | 13 November 2017 |
| DOI | https://doi.org/10.1108/SHR-08-2017-0060 |
| Pages | 261-266 |
| Published date | 13 November 2017 |
| Author | Kevin Eikenberry |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
New training strategies for a new day
Kevin Eikenberry
Kevin Eikenberry is the
Founder and CEO of The
Kevin Eikenberry Group,
Indianapolis, Indiana,
USA.
Abstract
Purpose –The purpose of this paper is to provide an overview of the current landscape of training
strategies being implemented and a view of the future.
Design/methodology/approach –This paper was written based on the findings and observations
from our consulting work with organizational clients, placing them in an historical perspective.
Findings –While technologies change, how we learn does not. If you want to be strategic about the
technologies you use, look for the underlying principles of learning upon which they are built.
Originality/value –This paper can help an organization be more thoughtful and intentional about the
training/learning strategies they use rather than be drawn to the new shining object or latest fad of trend.
Keywords Training, Organization development, Learning and development, Strategy
Paper type Viewpoint
How can we help people get up to speed faster?
How can we help people keep up with the changes in the workplace/our industry? How can
we get people to work together better?
How do we deliver training when people are not in the same place, ever?
How do we get people on the same page when there is no time for training?
These are the questions you are likely to ask as you start to read this article. They are good
questions, worthy of thought and begging for innovation.
As a consultant and learning professional, I ask these questions about the marketplace –
I watch the trends to see what we can develop and use to help our clients. As a business
owner and learner myself, I ask these questions to support/maximize the learning results for
our team and myself. While your perspectives might be different than mine, I hope that you
will look at this through two lenses as well; both organizationally and personally. Thinking
about this only through the corporate lens of “what can we deploy in our organization?” will
reduce the value of the insights we are going to talk about.
New training strategies
Before I go too far though, I have a confession. I was asked to write about “new training
strategies for today’s workforce”, I agreed to do so and hence the title of this article. The
confession is that it is the wrong title. If we focus only on training we will, as history has
found, chase after bright and shiny “new” ideas (typically new technologies) and often be
left disappointed. When, however, we focus on ways to apply the principles of learning and
support real learning (and in our case, that means skill and behavior change in the
workplace).
DOI 10.1108/SHR-08-2017-0060 VOL. 16 NO. 6 2017, pp. 261-266, © Emerald Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 261
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