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Training
There are several models for organizing training departments, and each has merits depending on the needs of the company. Training often falls within the purview of human resources, or it may comprise its own department. Somewhere in between, there may be departments called organizational development or human resources development that are basically training departments. In smaller organizations, training departments may be nonexistent, as the role of trainer falls to each employee and supervisor who can help newcomers adapt the surroundings and thrive. Depending on the needs of the organization, a model for organizing the training department can be complex or simple. Most large companies need a distinct human resources training/development department that is separate from the human resources management function. The models used are generally grouped under Faculty Model, Customer Model, Matrix Model, Corporate University Model, and Virtual Model.
If I were the Vice President of Human Resource Training at a large corporation, I would use the training departmental organizational model most appropriate for the organization. The faculty model is traditional. It allows for one Director of Training, which is someone who is in charge of a team of managers in their respective areas of specialization. For example, we might have a safety training specialist whose responsibility it is to train new employees on the regulations and rules they are expected to follow to maximize workplace safety. Quality training would emphasize ways to continually improve quality of product and service delivery. Other areas of specialization include leadership development, technology or computer systems training, and sales training. The advantages to using the Faculty Model when designing the organization's training department is that it is compartmentalized and might fit in well with a traditional large company, such as one in the manufacturing sector. Each specialty area has its own requirements, which necessitates a specialized training manager who can develop manuals, programs, meetings, and other means of interacting with employees.
Reference
Noe, R.A. (2010). Employee training and development. (5th ed.). New York, NY: McGraw-Hill/Irwin. (Pages 1-44)
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