Being tasked with building or managing a training organization is a larger-than-life responsibility. Mistakes will happen – but here are the ten most common training mistakes and how to avoid them.
Building and managing a training department is a difficult task. Mistakes can be made in many areas of training and development, but there are some common mistakes that you and your staff can avoid. Here are the top ten training mistakes – from development and delivery to funding.
One: Setting up the expectation that each training participant will end up with exactly the same knowledge. Adults learn in different ways and focus on different material. When that happens, Participant #1 may have a different knowledge base than Participant #2 when the training is complete. To avoid this problem, provide your students a general outline of what’s covered in training and what they are expected to learn.
By Bryant Nielson, Managing Director On October 4, 2012 NO COMMENTS
Summary: Looking for a way to bring your training department to the next level? Create a training culture by obtaining buy-in from stakeholders and staff.When the training department is up and running and your courses are being delivered regularly, does that translate into your firm having a training culture? Without buy-in from stakeholders and training staff, you don’t. Here are some ways to create the culture by involving stakeholders and your staff.
Your department’s stakeholders are often subject-matter-experts in the field – they could be the company’s executives, department managers, and even high performers. Far too often, training programs are developed and delivered without any input from this important group. To avoid that mistake, involve your stakeholders from the beginning, with the development of your training. Ask them what material should be covered in your courses. Obtain step-by-step procedures from the subject-matter-experts and stakeholders. Gain approval from the executives with a simple but clear explanation of what is going to be covered in a training course and program. Your benefit is twofold: first, you’re getting stakeholder buy-in. Second, you’re getting the most accurate, field-worthy information to include in your training.
Now that you have stakeholders involved in development, don’t leave them at the door of the classroom.
By Bryant Nielson, Managing Director On September 27, 2012 NO COMMENTS
Summary: Are you challenged with creating a new training department? Here are ten steps to help you create a Training Dojo, a place where employees go to learn about their jobs, progress to higher career levels, and discover how to become better managers and leaders.
A dojo is a martial arts training center – the place where learners come to absorb technique and wisdom. You can create a Training Dojo in your organization, a place where employees come to learn about their jobs, progress to higher career levels, and discover how to become better managers and leaders. Follow these 10 steps to create your Training Dojo.
One: Create a culture of development. Many organizations lack a culture that will allow training and development to grow. You must show the organization the benefits of training, from functional knowledge to career development. Explain that a training organization can lead to increased efficiency, lower turnover, higher retention, and a culture that allows learning to happen everywhere – not just in a classroom.
By Bryant Nielson, Managing Director On April 14, 2009 NO COMMENTS
Now that the world’s economy is in the worst shape it’s been in for many years, organizations are looking at every program, project, department, and even every employee. With this kind of uncertainty, the training organization must adapt to new conditions and keep providing great service. But what exactly can your learning organization do in order to stay competitive – and stay safe from cuts?
First, and possibly most important, is that the training organization must prove its worth better and more times than ever before. It is a sad but true fact that budget cuts often go to the training area first. After all, associates can be trained informally, on the job, and as a “bare-bones” function, right? We know this is somewhat true, but as organizations grow larger and become more complex, who has time to ensure that training occurs except the training department? Proving worth can be done in various ways at various times during training and development. Start out with a detailed but quick analysis of the problem when you’re asked to create new or improved courses. Put anticipated training results into numbers, preferably dollar or productivity numbers. It may take some detailed mathematics, but you can do it. Another way to prove value is to position the training organization as a problem solver. When a department comes to you and requests training, your analysis can lead to solutions. You could discover streamlined processes, gaps, and inefficiencies during the analysis and you should capitalize on this to show your value.