• William J. RothwellEmail author
  • Sandra L. Williams
  • Aileen G. Zaballero


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?

References and Additional Resources

  1. Cousins, B. (2018). Design thinking: Organizational learning in VUCA environments. Academy of Strategic Management Journal, 17(2), 1–18.Google Scholar
  2. Paccioni, A., Sicotte, C., & Champagne, F. (2008). Accreditation: A cultural control strategy. International Journal of Health Care Quality Assurance, 21(2), 146–158.CrossRefGoogle Scholar
  3. Pomey, M.-P. (2002). Preparing for accreditation: A tool for organizational change? Ph.D. Thesis, Department of Health Administration, University of Montreal, Montreal.Google Scholar
  4. Pomey, M.-P., Contandriopoulos, A. P., François, P., & Bertrand, D. (2004). Accreditation: A tool for organizational change in hospitals? International Journal of Quality Health Care Assurance, 17(3), 113–124.CrossRefGoogle Scholar
  5. Raghuramapatruni, R., & Kosuri, S. R. (2017). The straits of success in a VUCA world. IOSR Journal of Business and Management (IOSR-JBM). e-ISSN 2278-487X, p-ISSN 2319-7668, 16–22.Google Scholar
  6. Segouin, C. (1998). Accreditation of health facilities: From international experience to French application. Paris: Doin Publishers.Google Scholar
  7. Shaffer, L. S., & Zalewski, J. M. (2011). Career advising in a VUCA environment. NACADA Journal, 31(1), 64–74.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2020

Authors and Affiliations

  • William J. Rothwell
    • 1
    Email author
  • Sandra L. Williams
    • 2
  • Aileen G. Zaballero
    • 3
  1. 1.The Pennsylvania State UniversityUniversity ParkUSA
  2. 2.Northeastern Illinois UniversityChicagoUSA
  3. 3.Rothwell & Associates, LLCState CollegeUSA

Personalised recommendations