Read 1-5 and then answer the question in 100 words

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1.   Why do you think that accountants need further, industry specific training? Do you think this might be a larger trend across other professions?

 

One of the key things that our clients demand is industry insights. So it’s not good enough that you understand how to implement a system or you understand tax. You have to understand tax in the context of an aerospace client, of a hospital system, of you pick whatever industry is out there. It’s very important that our professionals understand not only the technical expertise, but they also understand the context of the industry, of having that conversation with people who live and breathe it. One of the things we embarked on in the last year was partnering with the industry leaders to create a Deloitte University that’s purely focused on understanding industry—and in one place; providing the virtual rooms, the simulations, and the aggregating of all of our insights and content around industry—so that if a practitioner wants to go out and understand, for example, retailers, before they go and have a conversation with a retail client, they can go, they can understand, what is the terminology? What are the business models? What are the competitive threats and pressures? They can practice their presentation. And they can get coaching, virtually, once again, around using the right language and terminology in the context of that industry. Then they can also pull the latest research reports and embed that into their presentation, so that when they actually go visit the client, they are equipped not only with the technical solution, but they’re also able to talk the language of the client. This was a fairly long journey, but it really involved setting up that steering committee, that governance process; being very open with our industry leaders that we were here to help and here to share our budget; and getting them to take ownership of what the end solution looks like, and partnering to the end to deliver that. I’m proud to say that we’ve got our first tier of courses out. If you were an aerospace and defense consultant inside of Deloitte, you could go out to our virtual site and have a fully interactive virtual experience 24/7. So anytime, day or night, that’s convenient for you, you can have that experience. You walk out of there with a certification that equips you to have a conversation with a client around aerospace and defense, as one example. When we’re talking about the key lessons learned as we implemented our industry program, number one is, don’t underestimate the level of effort and commitment. So if you’re going to engage the business, you better be prepared to engage the business. And we did that by assigning a chief learning officer for industry. So we have a very senior person who owns the solution for industry and that is the go-to person. That individual has six individuals working for her. There’s one aligned to each major industry group. And so we’ve partnered and embedded an individual from the learning organization into that industry group so that they actually become part of the team. The third piece is to make sure the funding is available to actually make all that happen. The last thing you want to do is go out there and bang the drum and get everybody excited and then not actually have the organization to support it. So, really think through before you make the commitment to the business. Because once you talk to the business, they’re going to want the solution. And nothing will harm a learning leader more than making an empty promise

 

2.      Identify two organizations with different environments and core technologies. Describe these differences. Indicate how the HRD strategies of these companies might be similar or different. Provide a rationale for your conclusions using relevant concepts from the chapter.

 

 

3.      What is the purpose of a TNA? Is it always necessary?

 

4.      What is the difference between proactive and reactive TNA? When is proactive better?

 

5.      Describe how you would go about analyzing the future training needs of your university.