Benchmarking and trend analysis are conducted to address specific gaps and to prioritize learning initiatives.
Benchmarking and trend analysis
In reading the critical analysis of the case study delineating how training and development has transformed government agencies and private industries, I understand how pertinent it is to plan for important shifts that require the flexibility of uncertain budget curtails, a deluge of increasing demands on employees and the potential need to retrain or replace an aging workforce. Across organizations, the role of the learning and development function is viewed as a program management office, learning modernization, and digitalization center for the future of learning (2018). Learning approaches are established to align functions for the future of learning and strategic analyses of training and development practices are conducted to improve the efficacy of continuous learning efforts.
Based On My Experience:
Typically, the learning function competencies were aligned to the HR career path. As new learning and development functions are established, it is no longer part of the Human Resources Division. This functions operates as a separate division in the organization. New skills sets are required for this career path, for instance, learning and training professionals are considered data analyst, management analyst, learning strategist, learning leaders, project officer, learning technologist, consultant, performance coaches, and learning practitioner. The role of the learning professional collaborates closely with instructors, facilitators, instructional systems designers, course developers, and trainers.
Training and learning programs have advanced from traditional training offers to a comprehensive approach to include a governance model, data analyses, customization, and on demand training for the global workforce. Learning programs are aligned to agency’s goals and priorities; design thinking strategies are implemented; and the deployment of required training is implemented with end-user at the forefront of the decision making process. Learning professionals are coordinates with resource managers and supervisors to develop a centralized training budget for employee development. Funds are allocated for agency wide programs, individual employees’ development plans, technical training, leader programs, continuous education programs, other specialized training.
Finally, as learning professionals’ extensive assessments, benchmarking and trend analysis are conducted to address specific gaps and to prioritize learning initiatives. I welcome a dialogue from my classmates on the issue of training and development.
Throughout this critical analysis, I gained a lot insight into issues that higher education institutions may encounter. I also gained some insight into how my mind thinks critically and somewhat biased when I analyze certain situations. For example, I initially sided with idea of Rogal College increasing its curricular focus, funding, and new hiring for professional and technical fields because I have a pretty good insight into the realm of higher education. Therefore, I have had the opportunity to see the benefits that an institution can produce when they focus more on technicality, skills and training individuals for the workforce. Once I begin to really focus and critically analyze the case study by doing some research and reading others perspectives, I realized that I agreed more with the solution to maintain a more purely academic, liberal arts education with a focus on the humanities.
Personally, I love the technical education system and its purpose to prepare students to fulfill the needs of the workforce. It is amazing, it is awesome and it works. With the pressures of financial burdens and the need for more qualified workers/professionals, higher education as whole is easily at risk of becoming an industry (Humphreys, 2013). My position on this issue is and will continue to be that Rogal College maintains who they are as an institution of liberal arts and humanities because that is what drives them and differentiates them from other institutions. This position allows them to maintain their foundation yet they can still revamp major areas and shift their focus, if needed, throughout the college on their journey to improve its national standings.
The main role of higher education is not to create workers to fulfill professional roles, but to create professionals who are intellectual pioneers and that is what choosing this stand will continue to allow Rogal to do (Whitehead, 1927). In the end, it is important to allow the technical education system and those institutions to fulfill the needs of the workforce by providing qualified workers. The goal of private and public undergraduate institutions is to not focus on producing tradespeople, but to produce thinkers who can innovate and move society forward.
Alexander post on R.I.C.E
RICE currencies are what gives individuals power in interpersonal relationships. Resource control is being in a position that brings resources to you, Interpersonal linkage is gaining power through who you know (others that have power), Communication skills is gaining power by being great at communication and being someone that others rely on when necessary, and Expertise is gaining power through your skills and knowledge (Wilmot and Hocker, 2013). In this week’s case study we see examples of RICE currencies. For resource control, Roland is in a position where he has what he needs all readily available to him, or has others to make them readily available. Roland needed a transcript fixed so he sent his business partner, Karen, to Amanda to have her get it done. Interpersonal linkage currencies gives Karen power because she is Roland’s business partner. She is technically in the same position that Roland is, but because she is more understanding and reasonable, her source of power comes from working with him in that top position. Communication skills give power to Chris, Amanda’s domestic partner. Amanda goes to Chris for advice on the problems she is having at work and Chris works as a mediator by lifting Amanda’s spirits and advising that it would be smart to talk to Roland one on one rather than going through Karen. We can see that Amanda has power through expertise from when Chris mentions all that she does for the office. Amanda runs all the equipment, knows where supplies are kept, she is friendly and communicates with customers, knows when to reorder everything, etc (Baysinger, 2018). The skills she has makes her an expert and gives her power.
These currencies can affect power imbalances and perceptions of power in conflict because if the someone possesses a resource or currency that you want or need, then they have power over you, causing a power imbalance and different perceptions of power. (Wilmot and Hocker, 2013) In the case study, Amanda feels like the low-power party and Roland takes the position of the high-power party. When it comes to power imbalances, the majority of people feel like the low-power party just as a natural instinct. With Roland having power through the resource currency, he creates the higher power position because he is giving orders and telling others what to do for him- putting himself in charge. Although it is hard to believe, this may also spark from our natural feeling of being in low power; Roland feels stressed and overworked and that he has too many responsibilities so he is using his currency to make it seem like he is the higher power, even if he doesn’t feel that way. Amanda having power as an expert can impact Roland’s perception of power as well as he might see her as a threat, therefore purposely creating that power imbalance. As the low power party, Amanda knows she can be empowered if she improves her relationship with Roland, as it will giver her more freedom and more training if necessary- rather than just being yelled at indirectly.
The relational view of power applies to the conflict in “Finding Your Voice” from the way that others see Amanda and Roland. Amanda sees Roland as powerful because he tells her what to do and gets angry when she does otherwise, she is almost afraid of him. That is the relationship between Amanda and Roland, but not between others and Roland. Karen knows that he can be harsh but she is not afraid of him and does not see him as powerful as Amanda does. Another way it applies is that Roland treats Amanda in a way that she is powerless, whereas Amanda’s partner puts her on a pedestal and tells her how powerful and great at her job she is. Karen also appreciates Amanda’s work in the office. Lastly, at the end of the case study, Amanda decides to not give so much power to Roland and decides that she is going to improve her relationship with him. These all show how power is fluid and changes based off relationships and situations