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HRD Programs

1. Write training objectives for a specific program or HRD intervention that

contain all three qualities for useful objectives (described by Robert Mager)

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2. Identify several sources outside one’s own organization where HRD programs

could be obtained

3. Compare the relative merits of developing an HRD program in-house versus

purchasing it from an outside source

4. List the activities involved in employer-designed HRD programs

5. Compare various types of training materials and describe how they are


6. Point out some of the constraints to scheduling HRD programs and suggest

ways of dealing with them

Rockwell Collins is a manufacturer of electronic con- trols and communications devices. In 2001, it was spun off from Rockwell International to become a publicly traded company. The company is headquar- tered in Cedar Rapids, Iowa, and employs over 20,000 employees worldwide. Approximately 7,000 of these employees work in Cedar Rapids, with other large operations in California, Florida, Texas, and Mexico. Rockwell Collins also has subsidiaries in Europe, Asia, South America, and Africa, as well as service locations around the world.

Rockwell Collins has long maintained a strong commitment to employee training and development. However, until 1998, all Rockwell Collins training was being conducted via classroom instruction. Twelve in-house trainers provided much of this train- ing. One difficulty was that most of the employees who worked outside of Cedar Rapids had very lim- ited access to training. In that same year, 28 percent of those who signed up for training within the

company did not attend that training, citing work demands in a majority of the cases as the reason for canceling. In an effort to provide more training to a greater number of employees, the Learning and Development group at Rockwell Collins consid- ered making increased use of outside training ven- dors, as well as changing the types of methods used to deliver training.

Questions: If you were manager of learning and devel- opment at Rockwell Collins, where would you start in your efforts to improve the availability and effective- ness of company-sponsored training efforts? What sug- gestions would you have concerning how training is designed and provided? Furthermore, what sugges- tions do you have concerning who should provide the training (i.e., in-house trainers versus outside vendors)? Finally, how would you seek to “sell” your recommendations to top management?

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