Das Testbuch Wirtschaftsdeutsch: Training zum Test WiDaF by Paul Thiele, Margarete Riegler-Poyet, Bernard Straub

By Paul Thiele, Margarete Riegler-Poyet, Bernard Straub

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One important feature of this 1995 study, which was published in 1996 and again in updated format in 2000, is that the human performance improvement (HPI) process can be carried out by many people—HRD professionals, operating managers, and others who care about improving human performance. It was thus not a competency study limited to HRD professionals alone. Its implications are broader: Anyone can play the role of a performance improvement practitioner. ’’22 The steps in the HPI process model included:23 ❑ Step 1.

How does Training and Development conduct training needs assessment? ❑ How does Training and Development prove the return on training investments? ❑ How are problems that should be solved by training distinguished from problems that should be solved by management action? ❑ How do operating managers hold employees accountable on their jobs for what they learn in training? Why Training Is Not Enough 5 To his surprise, Morton learns that the Training and Development Department has made no effort to link what it does to the organization’s strategic objectives or show how it contributes to meeting or exceeding customer requirements.

Then summarize the individual associations for each term and feed them back to the participants. Ask them which associations do—and do not—match up to what they believe should be the role of training and development professionals in today’s organizations. The odds are great that training is a limiting term that does not do justice to the broad and challenging range of roles that training and development professionals play today to enhance human performance in their organizations. Training Lacks Management Support Ask any group of training and development professionals to list the biggest problems they face on their jobs, putting the greatest single problem they face at the top of the list.

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