Training is an inherent factor in any successful organization. Organizations are operating in highly dynamic environment and to remain competitive in the industry, they need to keep with the trend and changes in the market. Training is the process of acquiring new skills and knowledge.
Training increases employees’ productivity and efficiency to carry out their roles and responsibilities in an organization. Organizations are increasingly leaning on training to help them adapt to changes by increasing their employees’ skills and capabilities. This paper provides an in-depth discussion on the corporate university training model by exploring its purpose and structure in relation to the faculty-training model.
Contemporarily, many organizations are using the corporate university model for training and development of employees. The model offers continuous learning for employees focusing on eminent issues facing organizations (Allen, 2002, p.198).
The corporate university model is a tool used by organizations to meet its goals and objectives by facilitating employee learning and development. The model trains employees in a classroom setup or over the internet. Training is on general courses such as communication, interpersonal skills, and conflict resolution among other courses depending on departmental training needs.
The corporate university model aims at facilitating successful change implementation in an organization (Grenzer, 2006, p. 123). In addition, the model ensures that the organization has a learning culture that is pertinent for successful implementation of change. The model ensures that returns on investment in training are attainable by evaluating the anticipated benefits from the training.
The corporate university model has helped many organizations to remain competitive in the industry by ensuring that, emerging market trends are facilitated through training and development of employees. Finally, the corporate university model reduces the organization staffing cost by eliminating employee turnover.
The faculty model on training uses experts in the industry to train employees in a particular field. The faculty training models focus on employees in a certain field to offer specialized training. In return, the employees gain knowledge and in-depth insight into the topic of training by interacting with experts through either question and answer sessions or demonstrations.
Additionally, the model offers training to key stakeholders, such as employee’s management and board of directors of the organization. It is responsible for developing organizations’ culture and identity by creating awareness on values goals and objectives behind a given organization (Jarvis, 2000, p.132). The faculty model emphasizes on particular department to offer specialized knowledge on a particular topic.
Over two thousand companies in the United States of America are using the corporate university training model. J.P. Morgan and Co. is a prime example that uses the corporate university model with organized curriculum for all its employees. Other companies using the corporate university model include Caterpillar, McDonald, and Toyota.
The faculty-training model has been adopted by the military due to complex training needs that require skills of an expert in each department. Military officers require training and they practice extensively to avoid mistakes when dealing with real situations. Such expertise can only come from an expert in the field.
The two models of training are applicable in different industries thus are both successful in meeting their training objectives. JP Morgan deals with service to consumers and thus the corporate university model enhances the employee’s efficiency when serving consumers. Military training requires that officers hone their skills in different fields and the faculty model is appropriate for this kind of training.
In conclusion, the corporate university model is a tool used by an organization to meet its goals and objectives and thus its usefulness helps to create a learning culture and helps organizations to remain competitive in increasing dynamic market environments.
References
Allen, M. (2002).The corporate university handbook: designing, managing, and growing a successful program. USA: American Mgmt Assn publishers.
Grenzer, J. W. (2006).Developing and implementing a corporate university. USA: HRD publishers.
Jarvis, P. (2001). Universities and corporate universities: the higher learning industry in global society. USA: Routledge.