Training department organization models and business strategy alignment

1. Identify and summarize five models used to organize training departments. If you were the Vice President of Human Resource Training, which model would you choose to organize your department? Explain why you would choose this model.  Models of organizing a training department include the centralized training model, in which all training stems from one core department; the functional model, which links disparate parties and resources based on their roles and tasks, the matrix model, which depends on skillful coordination of human and physical resources; the university model, which focuses on evidence-based practices and metrics; and finally, the business-embedded model, which also focuses on metrics but more directly as they pertain to the business strategies of the organization (“Organizational Models for Training and Development: Centralized, Functional, Customer, Matrix, University, and Business Embedded,” 2015). If I were the Vice President of Human Resources Training, I would choose a model that best reflected the values and ethics of our organization, as well as its desired organizational culture. I believe that the business embedded model would work best in traditionally structured and hierarchical organizations, whereas organizations with more flexible and progressive organizational cultures might benefit more from a university model that would enhance factors like corporate social responsibility. The university model is based on research and evidence, offers metrics, but also takes into account qualitative research that guides best practices. 2. Explain the four business strategies, what each one emphasizes, how they are achieved, and their key issues and training implications.  The four business strategies include developing leadership, customer service and quality emphasis, strategic planning, and operations focus. Developing leadership is a strategy based on needs assessments of organizations competing in the global economy (Noe, 2013, p. 29). “To successfully manage in a global economy, managers need to be self-aware and be able to build international teams, create global management and marketing practices, and interact and manage employees from different cultural backgrounds,” (Noe, 2013, p. 29). The implications of the leadership model are to strengthen the position of the company globally, and to cultivate a growth model based on empowering junior leaders to change the company as it faces new threats and challenges. Customer service and quality emphasis models like TQM are critical in manufacturing and products sectors in which the company’s reputation depends on quality and customer service, with obvious training implications for directing employees. Strategic planning and operations are more inward-focused, but remain aligned with the core goals of the organization. These latter two business strategies are more difficult to develop appropriate training practices for entire companies, requiring human resources managers to focus more on teams or departments. 3. The Association for Talent Development\\\'s 2004 Competency Model describes \\\"what it takes for an individual to be successful in the training and development field.\\\" Summarize the model in terms of defining \\\"what it takes.\\\" The ASTD competency model is unique in that it is built on foundational principles and competencies relevant to the training objectives. Areas of expertise are clearly outlined, including interpersonal, managerial or business, and personal areas of expertise. For example, competencies in interpersonal communication, leveraging diversity, and influencing stakeholders and shareholders are equally as significant as competencies in strategic thinking, driving results, and demonstrating adaptability to change (Noe, 2013, p. 44). The next level of the ASTD competency model pyramid is focus on career planning and talent management. Coaching, training, measuring, and evaluating are the meat of the model, which aims to improve overall human performance across all measures. Finally, the top of the competency model pyramid summarizes “what it takes” in terms of successful execution as titular roles and leadership responsibilities. Learning strategists, project managers, and professional specialists all share their knowledge with others to create a dynamic and learning organization.