How To Plan And Deliver Successful Training
We all attend Training of some kind during the reporting year and the organisations where we work spend a serious amount of money on doing this.
So why do we think that some training is better than other training, the success of the training varies enormously and the value it creates in skills and increased effectiveness and efficiency in what staff then do is often questionable?
The answer to the question lies in critically assessing the four Training Principles outlined below:
Run a comprehensive Needs Assessment.
Is the training necessary in the first place? What need exactly will this meet and what problems exist that the training is attempting to resolve?
Will attending the training make a difference to what goes on in the organisation?
The best way to know this is for management to get to know what it is like for staff working in those roles before even considering providing any training! Only by finding out what I really happening will training stand any chance of making a real difference.
Getting the Design right – every time.
Poor design in training leads to no concrete improvement in behaviour or outcome – in short, a flawed design is a wasted training event. The trick is to critically assess what went on last time, reflect on the content and the views of the participants and then eliminate the weaknesses identified.
Whatever the content it must be relevant and informative for those attending the training: often the best way to get good design is to ask the staff themselves how they want to learn and what content is essential/desirable/irrelevant.
Train for Personal and Professional Development – not just the here and now!
Training for development identifies the people in the organisation that will be essential for its continued growth in the next five to ten years’ time. Training should stretch and challenge these delegates and must be engaging so that the softer skills of communication and collaboration are explored but with an opportunity to practice new skills and competences.
Select the Best Trainer for the job
The success of a training event is often down to the skills of the person leading it: you can have brilliant materials, a good room, nice refreshments and enthusiastic participants but without the correct facilitator, nothing happens.
The correct person for the job could be an external consultant, respected peer or a senior manager but whoever it is must be able to communicate accurately, with examples, a sense of humour and with practical tasks to engage and test-out knowledge being put across.
Effective Training makes a solid contribution to the Bottom Line – either that or it is just not worth doing.
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