ASTD's 2004 competency model: individual achievement in training and development field (T&D I 4 of 5)

4. The American Society for Training and Development’s 2004 Competency Model describes “what it takes for an individual to be successful in the training and development field.” Summarize the model in terms of defining “what it takes.” Your response should be at least 300 words in length. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.

Learning Objectives
Upon completion of this unit, students should be able to:
1. Define effective transfer of training and the obstacles that can inhibit the transfer of learning.
2. Discuss how trainee characteristics, training design features, and the work environment can influence transfer of training.
3. Explain why companies want to become learning organizations.
4. Discuss how EPSS can be used to enhance transfer of training.
5. Explain why collaboration is important to knowledge management.
6. Discuss reasons for evaluating training.
7. Define formative and summative evaluation.
8. Demonstrate the process to plan and execute a good training evaluation.
9. Discuss ROI.
Written Lecture Company A
When Company A offers training programs, it is typically offered because a friend of a manager has said it worked well in their company, or the president of the company saw an article on the latest and greatest training and did not want Company A to fall behind in the newest training fad. After the training is conducted, there is rarely any follow up with the employees at Company A to see if they liked the training, if they learned anything from the training, or if the training helped the employees with their work processes. Most employees grumbled about going to a training session because they did not think it was relevant to their job and it just caused them to get further behind. When a training course was useful, the employees rarely had any backup materials after completing the course to refer back to if they had questions after the training session was completed.
Company B
When Company B offers a training program, it either aligns with the company's overall strategy, or a department manager has requested a specific type of training due to requests from the employees in the department. Even when it is determined the training is needed, feedback is asked of the employees upon completion of the training. A questionnaire is given to each employee who completes a training course to gauge that employee's reaction to the training. In most cases, an assessment is given upon completing the training (or a few days later) to determine if learning occurred due to the training. After a month or two, the Training Manager follows up with the employees, and separately with their manager, to determine if the training has improved the departmental processes. Depending on the training and the time frame, this follow up is conducted in person or through an online questionnaire. Company B submits quarterly and