ADDIE.future - Advances in Developing Human Resources...

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View Full Document Right Arrow Icon Resources Advances in Developing Human DOI: 10.1177/1523422306293012 2006; 8; 548 Advances in Developing Human Resources Richard A. Swanson and Rita L. Dobbs The Future of Systemic and Systematic Training The online version of this article can be found at: Published by: On behalf of: Academy of Human Resource Development can be found at: Advances in Developing Human Resources Additional services and information for Email Alerts: Subscriptions: Reprints: Permissions: SAGE Journals Online and HighWire Press platforms): (this article cites 2 articles hosted on the Citations © 2006 SAGE Publications. All rights reserved. Not for commercial use or unauthorized distribution. at FLORIDA INTERNATIONAL UNIV on January 6, 2008 Downloaded from
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The Future of Systemic and Systematic Training Richard A. Swanson Rita L. Dobbs The problem and the solution . The overriding challenge facing the training profession and the larger human resource development (HRD) profession is to become systemic. There are many rivals to training and HRD interventions. Gaining and retaining the profes- sional stature must go beyond relationship building and beyond sys- tematic processes and on to systemically connecting human potential to the core of the systems being served and led. Keywords : systematic training; systemic training; future of training Almost every productive organization we know of would immediately elimi- nate training if it were possible. Organizations producing goods and services for the marketplace (except for training companies) are not in the business of training employees or customers. When operating rationally, organizations make investments in training as a means of improving their production and sale of goods and services. Thus, the core propositions behind effective train- ing are as follows: The more evidence there is that training contributes to the core business, the more training is valued. The more systemic and systematic the training, the more it will contribute to the core business. The less evidence of systemic and systematic contribution, the more likely training will be reduced, outsourced, or eliminated. These rational propositions make common sense and are substantiated through the research (Mattson, 2005; Swanson, 1998). Yet the profession itself spends far too little time advocating and adhering to these propositions. The profession consistently gets distracted from the hard work surrounding these propositions when the authority figures in their organizations call on human resource devel- opment (HRD) interventions (training and organization development) as a Advances in Developing Human Resources Vol. 8, No. 4 November 2006 548-554
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ADDIE.future - Advances in Developing Human Resources...

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