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Models of Organizing The Training Department: Training and Development Research Team

The document describes three models for organizing a company's training department: 1) The faculty model is based on subject matter experts who develop training programs within their areas of expertise. However, the programs may not match business needs. 2) The customer model assigns trainers to be responsible for one division's training needs. Trainers learn the business but may lack instructional expertise. 3) The matrix model has trainers report to both the training department and a functional department. Trainers gain expertise in both training and a business function, but time demands can cause conflicts.

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Narmeen Khan
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526 views9 pages

Models of Organizing The Training Department: Training and Development Research Team

The document describes three models for organizing a company's training department: 1) The faculty model is based on subject matter experts who develop training programs within their areas of expertise. However, the programs may not match business needs. 2) The customer model assigns trainers to be responsible for one division's training needs. Trainers learn the business but may lack instructional expertise. 3) The matrix model has trainers report to both the training department and a functional department. Trainers gain expertise in both training and a business function, but time demands can cause conflicts.

Uploaded by

Narmeen Khan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Models of Organizing the Training Department

Training and Development Research Team


Unit 4

Faculty Model
01

02 Customer Model

03 Matrix Model
Faculty Model
 This model based on the staff of expertise who are specialized in a particular area or skills of expertis
e
• Training programs developed by the subject matter experts based on the expertise of the training staff.
 Advantages
• Clear expertise in the training’s area.
• The content and timing of training are determined based on the availability and expertise of the trainer
.
 Disadvantages
• Trainers may also be unaware of business problems or reluctant to adapt materials to fit a business nee
d
• Some courses may not be offered due to trainer’s lack of expertise.
• Skill and knowledge highlighted in programs may not match the needs of the Organization.

Figure 4.1: Faculty Model


Customer Model

 This model are responsible for the training needs of one division or function of the company.
 Advantages
• Organize training based on the need of one function or division in the company.
• Trainers are expected to be aware of business needs and to update courses and content.
• The trainers may use outside experts (e.g., consultants) if the training source is not available inside th
e organization.
 Disadvantages
• Trainers need substantial timing in learning the business function before they can be useful trainers
• This model may be unattractive to trainers who consider presentation and teaching to be their primary
job function.
• Trainers may lack instructional and learning theory applications because most of trainers are likely to b
e employees from the functional areas.
Figure 4.2: Customer Model
Matrix Model

 In this model trainers report to both a manager in the training department and a manager
in a particular function.

 The trainer has the responsibility of being both a training expert and a functional expert.
 Advantages
• Training is linked to the needs of the business.
• Trainer gains expertise in comprehending a specific business function.
• Trainer will stay professionally current (updated knowledge about training programs)
 Disadvantages
• More time demands and conflicts because trainers report to two managers (i.e. Functional
and training).
Figure 4.3: Matrix Model
References

• R. A. Noe, (2010) Employees Training and Development, 5 edition McGraw-Hill/Irwin


Thank You

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