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16. November 2007 by kevinmhuff.
It’s time to design a training program if the needs assessment has been completed. Not until then.
Once the needs assessment is complete the output from the assessment is used to create learning objective.
Learning objectives define what we wish to accomplish, the content to be trained, and the ultimate outcomes of training. Listen in to the podcast as we cover Training Program Design in more detail.
Posted in Training Design, Training | 16 Comments »
13. November 2007 by kevinmhuff.
When it comes right down to it, developing training materials is one of the most critical steps in a training program/project. We’ve all experienced mediocre training, but how many of us have had the privilege of experiencing incredible, memorable, nothing like it training? What scares me is many may not even know this exists. Why not be the trainer others talk about by bringing this type of dynamic experience to your courses?
How does one do this? It’s a combination of personality, delivery…and early in the process it is about developing great materials and that starts with an understanding of Learning Theory.
Are you well-versed on Teaching Styles, Learning Styles (think Kolb), Design approaches (Behavioral, Cognitive), Bloom’s Taxonomy, Learning Objectives? These are elements of Learning Theory and are necessary to understand and integrate with your training material. The podcast covers each of these in more depth.
Posted in Training Design, Training | 12 Comments »
3. November 2007 by kevinmhuff.
When assessing the need of your training audience, you must do your research. And you must conduct that research using as many research techniques as possible. I will admit, in my own personal experience as a trainer, I have seen the results when the research is lacking or worse, non-existent.
I once was asked to provide system training on a system I knew very well, but the request was immediate with very short notice. An assumption was made by the requester that the system was the same for every user, but that was not the case at all. The training I provided ended up missing the mark completely. If I had been provided the time to survey the audience and conduct at least one interview I would have been able to adapt my training content and delivery to the needs of my audience.
As a trainer I find surveys and interviews, when combined, to be excellent research techniques. Once a survey has been created, it can be administered to a very large audience, especially if you distribute them online. The results can supply you with a large amount of useful data that can be referenced and applied very quickly during the training development process. I will also take survey responses, pull a sample of them, then conduct an interview of those same participants so I can get more insight into their survey response.
Speaking of interviews, those are my favorite and where I have the most fun. I feel this research technique provides the best interaction and often better results as a result (no pun intended).
Research requires thought, from choosing the correct research method to gathering and analyzing the data, but it’s very important you take the time to do it right!
Posted in Training Design, Training | 15 Comments »
31. October 2007 by kevinmhuff.
Evaluating training is the only means to validate the existence of a training program. Without evaluation, the training team, the organization being trained, and the corporation are all being cheated. Evaluation is the lifeblood of training, measuring the effectiveness of training, the application of new skills, the improvement in performance, and then using those measurements to further improve training programs!
There are several evaluation criteria domains, made popular by Kirkpatrick with his four levels. The first is Reaction, the second is Learning, the third is Job Behavior, and finally the fourth is Organizational Results. A quick online search will yield hundreds of results about training evaluation and the various levels … some will even list Kirkpatrick’s four levels differently. Suffice it to say, a training team MUST evaluate as many categories as possible. O’Conner and Bronner, authors of “Training for Organizations, 2nd ed.” also propose a fifth category, that of the training process.
We evaluate training in those categories by proctoring end-of-class surveys (Smile Sheets) and exams, conducting interviews and surveying management, and by reviewing organizational results like sales reports (handy when training salespeople…)
It can be said that NOT evaluating training might be costing the corporation more than it costs to take the necessary time to properly evaluate.
Next topic: Research Techniques
Posted in Training Evaluation, Training | 15 Comments »
30. October 2007 by kevinmhuff.
One of my favorite training topics is that of the Training Needs Assessment. It amazes me how many training organizations, and corporations are guilty as well, don’t take the time to determine what needs to be trained. Conducting a Training Needs Assessment (or Analysis) is one of the most critical steps in the entire training cycle.
Without data telling us who our primary, secondary, and tertiary audiences are … and without input from the varying people, teams, and organizations that will impact the training content or the training outcome … it is literally impossible to deliver world-class training. If you are willing to settle for less than that, this podcast series is not for you.
The Training Needs Assessment sets in motion the opportunity for training to be uber-successful. Take the time to determine your target population, all the influences on training, and write questions that can help you determine what the training REALLY needs to cover, for whom, when, and what the priority for this training is.
Now go get answers!
Next topic: Evaluations
Posted in Training Assessment, Training | 9 Comments »
27. October 2007 by kevinmhuff.
Proper corporate training requires a well designed and properly staffed Training organization. The key challenge facing Training organizations is training today’s diversified workforce to the needs/demands of the organization and the jobs themselves. The current approach is to create a learning organization and partnering knowledge management system.
A learning organization meets the needs of both the corporation/business unit and the learner. One way this is accomplished is a properly staffed learning organization will partner with leaders from other internal organizations and together they will focus on one goal. Additionally, a learning organization puts the onace on employees to learn and also share things like best practices, creating what is known as a community of practice.
Trainers in a learning organization will typically conduct training in one of three main areas. The first is strategic training which typically focuses on the goals and needs of the organization. Informational training is conducted when faced with a need to impart information about the organization. Finally, operational training relates directly to an employee’s actual everyday work for the corporation. Of course the lines do get blurred often so categorizing every training effort is typically not warranted.
Knowledge management systems then capture the information shared in a community of practice and the information delivered in training courses and attempts to make as much information available to as many people as possible.
When building (or rebuilding) a training organization, most leaders deem it necessary to craft both a training philosophy and mission. A training philosophy is simple - it is a system of values or corporate attitudes toward training. A training mission differs from a training philosophy because a mission includes an actual activity that should reflect or establish the value of training, to the organization.
Another key decision made during the formation of a training organization is how to model the team. The most common are the faculty model, the client model, the matrix model, and the corporate university model. Each has its ups/downs and much of the time the lines are blurred between each model.
Once the training organization is established with a foundation including:
then the focus should shift to the training cycle, that is, using instructional design to assess, develop (or define), implement, and then evaluate training programs. This is accomplished by starting with a Training Needs Assessment.
Next topic: The Training Needs Assessment
Posted in Performance, Training | 8 Comments »
13. October 2007 by kevinmhuff.
“Show up and throw up” isn’t just for sales anymore! It has become the de facto approach of today’s corporate trainer. Do NOT let this become YOUR approach! Each of us is responsible for what we train, how well that training is received and the extent to which it is applied. This is our responsibility and we must accept it. Once we do, we are in a position to become change agents for our company. Join our community by sharing your thoughts and responding to the accompanying blogs posted here.
(This podcast series was recorded for Indiana Business College students taking the MGT210 Training & Development course)
Posted in Performance, Training | 10 Comments »