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10 Ways to Maximize the Impact of Training
By Ron Kaufman
Training your staff is an essential investment in today's
changing and competitive environment. But just sending staff to
attend training programs is not enough. You can maximize the
impact of your investment by following these key guidelines for
management and staff interaction "before", "during" and
"after"
the training program.
Before the Training Program:
1. Review with staff why they were selected for the program
and discuss anticipated benefits for the organization. This
shifts their perspective from purely personal, "I am going to
attend a training", to personal and organizational, "The
organization is making an investment so I can attend a training.
The purpose of this investment is to help me upgrade my skills
so that our organization becomes even more competitive and
productive."2. Ask participants to talk
about how they might benefit from
the program. Where do they see opportunities for improvement in
their own skills and/or behavior?
3. Discuss and obtain agreement from your staff on their
punctuality, attendance and participation in the training
program.
4. Redistribute participants' workload during their absence
so
they do not return to a mountain of pending matters. This helps
participants keep their minds focused on the course.
5. If sending more than one participant, create a
"buddy
system" before they go. Buddy teams can ensure that both
participants get maximum value and understanding from the
training.
During the Training Program:
1. If the course is more than one day long, have participants
brief their managers as the course progresses. This can take the
form of a short face-to-face meeting, a telephone call at the
end of the day, or a summary fax written and sent overnight.
Participants should identify what material was covered during
the day, what new learning occurred, and what value they see in
applying this learning back at work.
2. Discuss any ambiguities or uncertainties that arise.
Help
participants identify examples of learning points in application
on the job. Help formulate clarifying questions for participants
to bring back to the course instructor on the following day.
3. If there are interim assignments to complete, engage
others
who are not attending the course in discussions and
deliberations. This brings the learning experience back into the
office, building internal an support network for during and
after the training.
After the Training Program:
1. Meet with course participants to review:
* What were the most valuable learnings from this program?
* What will you do differently now at work? in which situations?
* When will you begin or try this new approach?
* What suggestions do you have to improve or customize the
course?
* Who else should attend this particular training program?
2. Discuss organizational improvement based upon the
participants' new learning. Be willing to implement new
suggestions on a trial basis with participants involved in
tracking and implementation.
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Reprint permission for Internet use (use on web sites or in e-
newsletters) is granted only if all information below this
notice, including the WWIO web site link and authors biography
are included as written. For use in other printed media e-mail:
rkaufman@singnet.com.sg
----------
Ron Kaufman is a leading author, trainer and keynote speaker in
the fields of improving Service Quality and implementing
Customer Focus. Based in Singapore, Ron's clients include many
of the Fortune 100 companies, plus government agencies and
associations around the world.
More ideas, techniques, articles and information are available,
FREE, on the website: http://www.ronkaufman.com
RON KAUFMAN - Active Learning!
P.O. Box 693, Marine Parade
Singapore 914407, Republic of Singapore
Tel: 65-441-2760 Fax: 65-444-8292
E-mail: rkaufman@singnet.com.sg
http://www.ronkaufman.com
Copyright, MCMXCVII, Ron Kaufman.
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