How to organize training on their own


How many training – so there is the question of their effectiveness. And now enough information about how to organize and conduct training to after a profit, and not just spend money. But … whether Russian laziness to blame, or did not have much of this information, the amount transferred in quality.

Anyway, I still meet clients who do not understand the importance of certain conditions during training. Especially when it is organized by the company itself, without the involvement of a training company. Why special? Because everyone should mind his own business. More often than not the company’s intention in this case is very simple – to save money. And if there was an interest to train themselves – need to investigate this matter thoroughly. To not have to pay twice.

Below I offer you a list of questions that you can answer, if you think about training your employees. Answers to these questions before the start of the course you will be able to avoid the most common mistakes in his organization.

1. Identify the learning objectives.

What is the problem you want to solve by training?
How do you determine that it is through the training can solve this problem?
What is for you the best learning outcomes?
Is not always what you expect from the training, it is achievable with it. For example, you want to re-sales training, as managers do not use the previous materials. And you’re taking a big risk, because the re-training can also be effective. A problem may be that managers are not interested in the material. They can work better, but do not want to. Maybe they do not know the company’s policy in relation to clients or incomprehensible own goals. Anyway, the solution in these cases – not training. Make sure it’s not your case.

2. Correctly gave employees the idea of ​​training and its purpose.

According to statistics, more than 33% of customers think the main mistake during training “unmotivated participants.” The reason most often do not inform the participants about why be trained, why is and what to expect from them and then guide. It turns out that life and work on their own, and training itself. A learning objectives are known at best only a guide. It is important to present the idea of ​​training future participants.
I suggest you plan on which to build a conversation with the participants on the eve of training (and better – a few days).

Describe the situation in the company, from which “grew” the idea of ​​training.
Mark the topic of the training the reasoning for it (why this topic). Convey the importance of the moment.
Tell someone you plan to teach and why.
Present the benefits of training to their employees why they need to learn that they will give it, from what saves than is good for us and what results you expect.
Tell us how training will be organized when the mode in which, under what conditions, what it will cost the company.
Describe how the results will be organized control how participants will be judged by you, as this will determine their remuneration (tangible and intangible).
Give a chance to speak to participants to ask questions. It is important to assess whether they are imbued with your idea and whether it is shared.
3. Make a plan to prepare participants for training

Communicated to employees in advance that the training – a collaboration between the coach and the group, and a group in this interaction plays no less important than the coach.
Member to training ready, if he:

Acquainted with the program.
Made a clear program for yourself: ask a manager or coach all matters relating to its content.
Review of its activities on the topic of the training. For example, when it comes to sales training, it has determined that it is the most difficult when working with clients, what are the greatest challenges?
Set a goal of training: what I want to learn in the training, what skills to develop that work? What will be my best result of this training?
4. Select the criteria for the definition of learning outcomes

By what indicators you will be judged on the effectiveness of the event. Criteria can be directly skills of employees. In this case, can be arranged before the training session role-playing games, or the decision of cases with an estimate of the level of development of the necessary skills, as well as carrying out the same activities after training in order to compare results. The criteria may be other digital indicators: changes in the sales funnel, execution plan, reducing the number of secondary works and so on. The main thing to understand is that by learning depends mainly on changes in these indicators.

5. Selection of coach

As a rule, the training is carried out either corporate trainer, or personnel officer. In any case, make sure that the person meets the two main criteria: the mastery of content, that is, he is competent in the subject, which will be taught, as well as a coaching skills, that is, can pass on their knowledge and skills to others.

6. The control and support posletreningovoy

One of the most difficult issues for the manager – who will be responsible for supporting employees after training, and monitor the application of their knowledge in practice. Complicated, because everyone is busy with their work. And whose job it? In any case it is better to answer this question in advance, as this person should be present during training with all participants. Otherwise, how to control what even heard of?

For someone who will monitor, you must know that the first three weeks after the training, each participant passes certain stages, characterized by the presence of peculiar internal conflicts.

Starting to learn a new skill, participants build on training certain expectations. For example, they are, as they deftly work with objections, or how easy it is now to manage your emotional state. Returning after the training to their jobs, they consciously begin to train in new technologies, each time comparing the way they do in fact with what they expected. If expectations are met, then emotional lift new strategies are beginning to be used in professional and other contexts. But at an early stage often occurs another situation: employee knows how to do it in a new way, but in practice it does until the old way, and if they are new, then it does not work. And then there is the first internal conflict – between new knowledge and old experience. It appears that the new method is much slower than the result achieved. At this point, often give up and surrender to the probability is high. At this point, people often begin to think, “I can not, it does not work.” Then they go back to the old strategy, the original jurisdiction, which gives at least some result, without trying to go further.

Your actions at this stage: support positive emotional motivation, more attention to what turns out well.

Having passed this stage, the participant begins to overcome himself, practicing more and more. Gradually increasing their new competences, it nevertheless may face a new challenge: new tools are used constantly, but the result of that is, it is not. And in this case even the temptation to give up, just as in the previous step.

Your actions at this stage: positive emotional motivation, analysis of typical complex situations, control employee promotion plan for its development. Regular feedback to correct the activity of the employee.

Gradually the employee reaches the primary stability skills, and further, achieving success, time after time, he produced a definite strategy, invariably leads to a result of his profession, and thus honed his skills. Employee experiences the joy of success, because his expectations fulfilled.

Your deystviyana this stage: the organization posletreningovoy support for the assessment of learning outcomes, the adjustment of individual development plans for employees depending on their progress, planning the next stage of learning.

So now you have a plan whereby the chances of efficient training of your staff increases. This plan is universal and does not depend on the program you are considering learning. Acting on his time from time, you accustom your staff about learning more consciously, their participation in the training will be more active and purposeful, which means – the chances of getting the results you expected increase.

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