| Description |
While upbeat lingo abounds about ?complementing strategic objectives? and ?driving productivity,? the fact is that most training does not make a sig ni fi cant enough impact on business results, and when it does, training profes sion als fail to make a convincing case about the value added to the bottom line. The vaunted ?busi ness partnership model? has yet to be realized?and in tough economic times, when the training budget is often the first to be cut, training is on trial for its very existence. Using a courtroom trial as a metaphor, Training on Trial seeks to get to the truth about why training fails and puts the business partnership model to work for real. Readers on both sides of the ?courtroom? will learn how to stop viewing training as a cost center, and bridge the gulf between what learning functions deliver and what business units need to execute their strategies. A thought-provoking read for trainers and business unit leaders alike, Training on Trial provides a new application of the Kirkpatrick Four-?Level Evaluation Model and a multitude of tips and techniques that allow lessons learned to be put into action now. |
| Author Biography |
Jim?s major area of expertise is the Kirkpatrick Business Partnership Model. Jim consults for Fortune 500 companies around the world including Harley-Davidson, Booz Allen Hamilton, L?Oreal, Clarian, Ingersoll Rand, Honda, the Royal Air Force and GE Healthcare. Jim is a masterful facilitator and conducts workshops on the Kirkpatrick four Levels, business partnership and his newest topic, Training On Trial. He also delivers keynote presentations around the world. Since 1995, Jim has developed and managed a career development center, worked on senior strategic planning teams, and consulted with organizations all across the world in topics of evaluation, team building, coaching, and leadership and conducted executive coaching. Jim has co-written 3 books with his father, Don Kirkpatrick, the creator of the Kirkpatrick Four Levels. For more information, please visit kirkpatrickpartners.com and linkedin.com/in/kirkpatrickfourlevelevaluation. Wendy Kirkpatrick is the founder of Kirkpatrick Partners, a company dedicated to helping organizations become more effective through business partnership. She applies her skills as a certified instructional designer and expert presenter and facilitator to lead companies to measurable success. Kirkpatrick Partners carries on and builds on the work of Don Kirkpatrick, the creator of the Kirkpatrick Four Levels. Don is actively involved in the company as the honorary chairman and is thrilled to have Jim and Wendy, his son and daughter-in-law, carry on his work. Wendy?s results orientation stems from her career beginnings in retailing; holding positions in merchandising, direct importing, and product development with Venture Stores and ShopKo Stores (regional retail companies). From there she held marketing positions with Springs Industries and Rubbermaid that utilized her ability to organize complex, multifaceted projects and yield rapid results. Most recently Wendy was a Training Manager for Hunter Douglas Window Fashions, managing the curriculum for 1500 sales and customer service representatives across North America. Wendy and her husband, Jim, have written two books, which introduce the Kirkpatrick Business Partnership ModelSM and the Kirkpatrick Foundational Principles. Wendy is a national and local American Society of Training and Development (ASTD) member. She is serving on the ASTD 2010 International Conference and Expo Program Advisory Committee. She is active in her local ASTD chapter, and volunteers on the Communications committee. Wendy is also a faculty member for the American Management Association (AMA). Wendy regularly speaks at events including the ASTD International Conference and Expo and the Training Magazine Learning Expo. For more about Wendy, visit kirkpatrickpartners.com or linkedin.com/in/wkkirkpatrick.
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| Table of Contents |
Chapter 1: The Case Against Us Chapter 2: Deciding to Take the Case Chapter 3: The Foundation of our Defense Chapter 4: Step 1. Pledge to Work Together Chapter 5: Step 2. Ask for Jury Expectations Chapter 6: Step 3. Refine Expectations to Define Outcomes Chapter 7: Step 4. Target Critical Behaviors and Drivers Chapter 8: Step 5. Necessities for Success Chapter 9: Step 6. Execute the Initiative Chapter 10: Step 7. ROE: Return on Expectations Call to Action |
