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DISCUSSION BOARD ACTIVITY-2

1. Run this JAVA program by

yourself. What is the output of

this program?

2. How does the output change for

different log levels?

3. How could you use this

knowledge for testing and/or

debugging?

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7 Transforming the Training Department into an HPI Function

Chapter 6 illustrated the changes that are occurring throughout corporate America and their implications to HPI practitioners. These trends are driving the need for corporate training departments to transition into full-service performance improvement organizations. Training professionals are moving away from training as the sole solution for all human performance problems or improvement opportunities when, in fact, many performance improvement strategies are possible. Countless books, articles, college courses, conference presentations, and workshops bear witness to this trend.

Such a transition does not occur rapidly and without challenges. In fact, it can easily take two years or more to convert a traditional training department into an HPI function—and perhaps longer, depending on the current status of the training department in the organization. Not only must the training department change and be prepared to offer additional HPI services, but the clients—internal or external—must recognize and value the additional services. This could prove to be quite a challenge in some organizations where the human resource function has enjoyed a less than stellar reputation.

“How is it that, after 20 years of steadily developing professionalism and lofty vision, in many companies, HR is still regarded—rightly or wrongly—as the department where all good things come to an end?” (Finney, 1997). One need only read Scott Adams’ Dilbert comic strip featuring Catbert, the “evil” HR director, to get a sense of what many people in corporate America think of the human resource function and such related functions as human performance improvement, human resource development, and workplace learning and performance.