Authors: Tom Werner and Sharon
Vipond
Published September
2005 • Download file size: 3 MB •
115 pages • $495
Using Training to Achieve Business Goals
For the last two years, in surveys conducted
by Brandon Hall Research, CLOs and other learning leaders
have identified one of their top priorities as linking training initiatives to the organization's business strategy.
Rather than simply identifying skill gaps
in employees and providing the required training, smart learning
leaders work with CEOs, CFOs, COOs, and other top-tiered business
leaders to design and implement training solutions that will
have the greatest positive impact.
This report provides detailed case studies
and analyses of how six industry-leading organizations –
Avaya, Defense Acquisition University, IBM, Ernst & Young,
The Mechanics Bank, and Toyota Motor Sales USA – make
training a key driver to attaining their organizations' goals.
The purpose of this study was to identify
what training organizations actually do to link training to
the business:
- How do training organizations identify
business strategy?
- What types of information do they use
to understand strategy?
- How much access do they feel they
have to business information?
And, once the business strategy is known:
- How do training organizations aim themselves
at business strategy?
- Are they able to align time, energy,
and spending toward business strategy?
- Do they use business outcomes as measures
of training success?
- What types of training offerings are
seen as related to business strategy?
- What aspects of training – the
content itself, the way it is scheduled, the way it is measured
– illustrate the alignment with the business?
Applying the best practices found within
this report will help elevate the importance of training within
your organization. With training linked to the business strategy,
CEOs and other key decision-makers will regard training as
a key driver to attaining their business goals.
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