These experts develop, administer, and update training programs. Training staff is clearly experts in the areas in which they train. The training department plans are easily determined by staff expertise. The content and timing of programs are determined primarily by when they are available and the expertise of the trainers. Companies that use the faculty model may create a training function that has expertise that does not meet the needs of the organization. Trainers in a faculty model may also be unaware of business problems or unwilling to adapt materials to fit a business need. This can result in demotivated trainees who fail to learn because course content lacks meaning for them. 2. Customer Model: Noe (2013) explained that t raining departments organized according to the customer model are responsible for the training needs of one division or function of the company. Trainers might be responsible for programs related to information systems, marketing, or operations. The trainers can be human resource generalists whose job responsibilities include a broad range of human resource functions such as training, performance management, hiring, and benefits. This model overcomes a major problem of the faculty model. Training programs are developed more in line with the particular needs of a business group rather than based on the expertise of the training staff. Selection, training, compensation, and development are all based on a common set of knowledge, skills, abilities, or competencies. Training is integrated with other human resource responsibilities. Trainers in this model are expected to be aware of business needs and to update courses and content to reflect them. If needs change such that training is no longer available from a source inside the company, the trainers may use out-side experts.
3. Matrix Model: Noe (2013) explained that in this model trainers are responsible to report to both manager in the training department and manager in a particular function. One advantage of the matrix model is that it helps ensure that training is linked to the needs of the business. Another advantage is that the trainer gains expertise in understanding specific business function. As the trainer is also responsible to the training director, it is likely that the trainer will stay professionally current i.e., up-to-date on new training delivery mechanisms. A major disadvantage of the matrix model is that trainers likely will have more time demands and conflicts because they report to two managers: functional manager and training director. 4. The corporate university model: Noe (2013) explained that firms use this model to take advantages of centralized training. This model differs from other models as it not only includes employees and managers but also includes stakeholders outside the firm. This model provides advantages to learning efforts of organization by helping to overcome the problems of past which plagued training departments. Training and development resources and professionals are housed in one location. Training, investment and delivery
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