Future Training
Book

Future Training

A Roadmap for Restructuring the Training Function

James S. Pepitone
AddVantage Learning Press, 1995
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Editorial Rating

7

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  • Applicable

Recommendation

James S. Pepitone, a pioneer in the transformation of workplace training, wants companies to get their money’s worth from this vital yet often ill-used activity. To that end, he developed “Humaneering,” a training concept focused on helping workers attain top performance and productivity. Pepitone based his approach on synthesizing “more than 100 scientific laws, theories and models concerning human behavior, technology transfer, organizational learning, performance improvement, organizational productivity and managed change.” Clearly, making this mix work is a bold, ambitious undertaking. Pepitone repeatedly warns that his book is difficult to read. This is not necessary. He is a strong writer and extremely knowledgeable, though perhaps too negative about current training. He presents a logical case for restructuring corporate training. Although he leaves programming specifics up to individual companies, he does provide clear, sensible reasons and goals for change. getAbstract believes that executives, corporate learning officers and training directors will benefit from his insights and suggestions.

Summary

Training: Once Tremendous, Now Off the Tracks

Corporate leaders don’t think they get their money’s worth from their investment in training, so they are inclined to cut it back. These executives know their firms can’t compete if their employees don’t learn to work up to their full potential, but what is the cure if the current methods don’t deliver? Companies must begin to use an organizational design approach to upgrading training and reengineer their tactics to offer programming that enhances performance and becomes a genuine “source of competitive advantage.”

Training has an illustrious past. American engineer Frederick Taylor (1856-1915) first introduced U.S. corporations to workplace training. Managers who trained their employees soon discovered that these laborers became far more productive. Thanks to Taylor, by the 1920s most U.S. executives strongly supported worker training. In the 1930s, training enabled people to update their skills and earn new jobs. In the 1940s, it helped America develop robust defense production. In the 1950s, training became integral to a historic economic expansion.

Then training veered off course. Because it had been so effective...

About the Author

James S. Pepitone is a performance-improvement business consultant in Dallas, Texas.

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