Training at All Costs: A CLO’s Perspective

For many learning leaders, their primary focus is on addressing and implementing proven and emerging training methods—often with limited budgets and other restrictions. Striving vigorously to integrate the latest technological tools with proven training processes, professionals are continuously looking to leading executives for what is working in the learning industry.

Recently, Learning Tree International had the opportunity to speak one-on-one with Alan A. Malinchak, Chief Learning Officer at Homeland Security Solutions, Inc., to discuss key learning, training, and development challenges that executives face today.

The following interview features Malinchak’s insights on the importance of training with limited budgets and how organizations can leverage technology in training processes.

Learning Tree International: As a CLO, can you tell us what is working in the learning industry?

Al Malinchak: The learning and development industry has been around since there has been a need for people to learn and develop both personally and professionally. As they grow, so does technology, which requires continued learning to keep pace with what is available within the industry. What’s working today is our accessibility to the technology and the innovation that results from using the technology. Our industry has realized the presence of a technologically savvy workforce, and this workforce—their presence, their growth, and their learning and development—is continuing to pose both a growth area for the learning industry and an opportunity to provide on-demand learning for our current and future employees. The rapid change and pace of technological advances will continue to foster innovation and new learning formats. And we will continue to grow and develop as individuals, organizations, and as an industry.

Learning Tree International: What’s the importance of companies maintaining training with a limited budget?

Malinchak: Historically, in difficult economic times or to reduce overhead costs, organizations reduced their training budgets. Although this has always been a mistake, I understand why. Those who are responsible for training failed to understand the importance of “business acumen,” that is, proving the financial return on investment for the training dollars expended, and the resultant improved business operations. Traditional learning and development staff must embrace the importance of how training is correlated to business operations and financials. When organizations reduce training budgets, they may suffer the loss of employees for one of three reasons:

• The desire to improve their salary.
• Their lack of faith in their management or supervisor.
• The lack of professional growth and development through training opportunities.

Reducing training opportunities for employees who are engaged self-learners puts a company at risk. We want to keep our employees, reduce voluntary turnover, and increase retention. All companies face budget constraints, and all functions within an organization suffer from downsizing, but it will be the companies that can think outside the box and have aligned training needs and applied learning to business results by using the technological innovations that will continue to grow.

Learning Tree International: So when budgets are cut, what are the focus areas for Chief Learning Officers?

Malinchak: When budgets are cut, Chief Learning Officers must think more like a businessperson and about the business impact of learning and development. What is it that the learning and development area can do to enhance the business, the business unit, the business group, or the entire enterprise? What can they do to help the business generate revenue? Increase cost savings? Improve the net operating profit? CLOs must not only align learning and development to the growth of their employees and organization, but must consider how to “market” this developed training to external customers.

Learning Tree International: How do you leverage technology in your training processes?

Malinchak: As I entered the training and education industry, everything was instructor led. It’ll probably be a shock to some, but we used mimeograph paper, manual typewriters, and reams of paper. Now we have iPhones, iPads, and laptop computers. We also have PDAs and smart phones that have the capability for mobile downloads. The ability to reach an audience now can be as personal as a facilitated course, e.g., using an asynchronous environment. We must constantly shift with the technology. Organizations relying on a majority of their learning and development being delivered live are behind the curve regarding both cost and use by tech savvy employees.

Alan A. Malinchak is currently the Chief Learning Officer at Homeland Security Solutions, Inc. (HSSI), and business development executive for instructor-led and e-learning training programs and initiatives. HSSI is a training company with established capabilities in instructional system design, e-learning content development and management, and instructor-led facilitation. Previously, Malinchak was the VP/Chief Learning Officer at ManTech International Corporation, where he founded, developed, implemented, and led the administration and operation of ManTech’s first corporate university, ManTech University.