Introduction

The demographic changes in today’s workforce are forcing organizations to focus on knowledge transfer, rather than training for job performance. Not only is the knowledge of matured workers leaving the workplace rapidly, but newer and younger workers are also demanding immediate access to information. Products and services are sold electronically, installed technologically, and serviced virtually—with all the work conducted by multiple generations dispersed around the world. All of these factors put considerable pressure on employee learning and development (L&D). Programs must be accurate, content sustainable, and technologically flexible. Additionally, the training programs must take responsibility to meet both current worker and strategic organizational expectations while delivering practical, adaptable, and transferable learning outcomes that update skills and specialized knowledge. Within this melee of expectations, how can a L&D program assure its relevance to a business, institution, government, or professional association? How can it meet strategic objectives? How can training management assure quality both in knowledge transfer and in content relevancy? What process or authority can guarantee the quality, financial return, and customer service benefits?