The problems that exist in each of these levels calls for action. But note that the development of skills, as important as it is, is the last step, not the first.
There is no need to discuss the training, if there is no incentive for the behavior that people do not believe, and they do not yet know exactly what they should be good!
The importance of the attitude of the issues is often underestimated. It is working to ensure that people want to learn something about the management of the “why” – help to understand why it is important, it is exciting and satisfying, why people need to sacrifice their time and attention to s part.
If you do not convince, why the training itself can often trivialement easy. When people understand and “clean” of the importance of a theme by its target, meaning and value, and their role in their own profession, they often seek to observe (and finding) books, video materials, online and the College, without the provision for these matters.
In fact, if I was training, what I focus on – especially to try the people excited by the idea of the question, so that they come from sitting on the active search for the new training for themselves. But this works only if they consider that their companies for the management of the opinion that it is important that not only am I!
The right approach
The good process of reflection on the training would improve the management and ask: “What people do not, we do that? And you really know why they can not?”
Then it will be necessary to establish a sequence of actions for each of these questions:
* What is the management of behavior must change in order to convince people that the new behaviors are urgently needed, not only promoted? If the problem is exempted, during the training should be.
* As for the measures to change?
* What has prior training in order to change?
* What should be set up on the day of their arrival?
A change at least include an examination of the following elements:
1. Dashboard (by the new measures, the performance in training)
2. Coaching (continuous monitoring and the new settings)
3. Extras (to carry out the training, even before training)
4. Training
5. Premiums and / or recognition for the implementation
On my blog, David G. says: “No manager should not be a budget for training, until they show that the metrics that the training effect – it should be a goal for the impact and performance against the revision of this objective allocation of more resources for training as a manager. ”
For maximum protection of the rule, it is better to train people in their groups operating system, so that training can be a pragmatic decision and action, collective “to monitor the operations. The training of various parts of society is forcing the program as” teaching only.
Large May training more efficient, because they show that many people in the same range of ideas at the same time, but they are much less effective in changing and thus much less economical.
The training should be provided on topics which can be applied immediately. Too often, companies are from the people the tools and techniques for days, weeks, months or even years before they need, then they go in some way to remember the hope (and run!) Well if needed. It is a pious wish, at best.
The best training in the rule by the company itself from the practice. Although often seen as one of the practitioners from the looks of the time, the credibility, if the company has its own people is not the training of the results is much higher in the adoption and subsequent implementation of the training. People from the outside may only be used to develop programs and “training the trainers”.
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