Chapter 9 Reflection

Training and Develop is basically expanding knowledge and expertise in people (training) and causing them to grow beyond where they began, as people, as workers, and as humans (Development). HRD is related because basically it involves developing people through knowledge expansion & expertise. Training and development is one and many components of HRD.

The basic role of informal & incidental learning is allowing learning to take place outside of a classroom. This is more typical & important for the workplace. The knowledge gained from experience, on the job, and over time is usually much more practical than sitting in a classroom.

Gee, the unique aspects, huh? I had a professor in Undergrad who taught chemistry and she was known for always saying, "By Golly Gee..." It was hilarious and that sentence just reminded me of her. Anyway, in just a general sense, I think one of the most unique aspects about T & D in HRD is that there are so many different ways to interpret it. As this chapter outlines, there are many templates and designs that people use for Training and Development. In many areas of studies you are taught one way and people follow, however this is unique because T & D can be developed however one thinks that it can work. And in most cases, if all bases and angles are covered, then the exact design and template doesn't make a huge difference.

Purposes (In a nutshell):
Analyze - To get an overall view of what is going on and identify a gap.
Design - Create strategies for people to develop the necessary needs to fill the gap.
Develop - Acquire the needed materials to assist the design so you can implement the strategies.
Implement - Deliver teh strategies and information to participants.
Evaluate - Determine effectiveness of implementations and strategies and see if the gap was closed.
The relationship is that it is a process... one leads to the next & you can't do one without the other.

The biggest thing that T & D does is forces analysis and to really look at the problem. If participants and leaders really buy into the strategies, then the system can be changed and performance gaps can be closed. It helps organizations eliminate "band-aid" solutions and create explanations that affect the entire system.