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Home | Business | Human Resources We all know that in corporate scenarios, training programmes are inevitable. This is even more applicable in an evolving world with the ever expanding boundaries. It is then vital to ensure that these training plans are indeed productive. Now, how does one this ascertaining and increase this training productivity? Its all in the process. To begin with is the content of your training modules. How specific or vague is it? Often, training involves stating of concepts. Even though this works well in generating thought provoking ideas, it is vital to be aware of what it is that we are conveying that the group doesn’t know and could benefit from knowing. One good way of ensuring this is to have a meeting to identify the intention, subject and scale of the training. Contrary to how it seems, boundarylessness is not an advantage when it comes to training. Talking about infinite subjects doesn’t lead to infinite learning, but detracts from the intensity of the core subject by talking about too many things and not having time to invest in them. The next step evolves from this. Plan your flow. This could be called your programme schedule, your training design, or simply be a small chit of paper you carry around and refer to for options to follow at any point in the training. Something that gives you an idea of where you would be planning to arrive at the end of the session or day or programme. Without that, the training is like driftwood. It could look nice on the beach, but it could just as easily be floating unnoticed in the sea. It is important for the consultant to realize that he is a tool to change, not a participant in the change. It is a role boundary that needs to be respected, if the training is to have results that show beyond its duration. Too often, we see trainers participating in the change. Classic symptoms of this include the consultant having suggestions on how things “should” be done, pointing out the good things that happened even in failure rather than staying with the data and leading the group. Identifying and acknowledging failure is perhaps the single biggest step to deep change. A consultant’s participation will also typically show more impressive “results” during the training (and ensure that the consultant seems to make a great impression about his effectiveness) than if participants initiated the change, because the consultant has greater experience of resolving problems due to the nature of his profession. However, these results will not last in the absence of the trainer, because they are results of his leading the group, rather than facilitating change in the group itself. Participants will often have a tentative and slowly emerging process. This doesn’t seem like much, but because it belongs with the employees, it goes back into their routines with them. The final and most important thing is to set measures for impact. This means assessing the statistics to you and identifying the area that the training aims to impact. For example: number of consumer complaints per week, attendance records, quantity of handmade paper produced per month, etc. The value to this is in its being a indisputable quantity. It is also vital that you have the statistics available before the training. For example, it is no use using attendance records as a parameter for training on punctuality, if I have no data on the group’s attendance before the training to compare it with. Like this, we have an assessment of the reach of the training we are doing. Article Source: http://www.articlewheel.com
Vidyut Kale is the founder of WIDE AWARE. A behavioural scientist, facilitator, outdoor enthusiast and advocate of experiential learning, Vidyut believes that effective training emerges from the experiences of the trainees and belongs with them. A facilitator is a the catalyst, not the solution, if the solution is to be reproducible in the absence of the trainer - in short, if the results are to be real.
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