Abstract
Having worked in business and academia, and consulted in those as well as government, I have seen and experienced training in many forms. I have seen programs sabotaged by managers who wanted employees working instead of learning, an expensive program bought because a competing company used it, training used as a punishment or as a reward, programs adopted without clear objectives in mind, and programs adopted because they “seemed like a good idea.” As Bill McGehee and I noted over 50 years ago (McGehee & Thayer, 1961), training is frequently regarded as a “given good.” Much has changed since then, but there is still a tendency in business, government, and academia to adopt programs based on little more than attractiveness, modishness, or a desire to keep up with others in the field. Salas et al.’s article will help prevent such mistakes.
There is a system and a science to guide organizations of all types in developing and/or adopting training to help achieve organizational goals. Salas et al. do an excellent job of summarizing what is known and providing concrete steps to ensure that valuable dollars will be spent on training that will improve performance and aid in the achievement of those goals. In addition, they provide a rich bibliography that will assist anyone needing more information as to how to implement any or all the steps to provide effective training. Further, they raise important questions that organizational leaders and policymakers should ask before investing in any training program or technology.
The authors are among the leaders in the science and application of training. They perform a great service in bringing together a comprehensive summary of what is known about training, how to decide whether training is needed, what steps to follow in developing a program, ensuring the appropriate organizational support for any training effort, and assessing a program’s impact. And to be of even greater assistance, they provide a series of tables that summarize each step in the system, the actions needed, and the outcomes one should seek.
Indeed, the science of training and development has come of age. Jumping on the latest fad or bandwagon is clearly inappropriate. This article should be of great assistance to anyone with interest or responsibility for training and development, whether in business, government, the military, or, yes, even academia.