Below are a list of Articles published for further learning about The Training Clinic. Currently there are two sections that focus on Train-the-Trainer Articles and New Employee Orientation Article
Virtual training is great – except when it’s not! For those just getting into the virtual methods, synchronous training involves real time training with a live instructor while asynchronous training is more self-paced, allowing the learners to log on when they can to read, complete assignments, post discussion
Whether you call them Ice-Breakers, Session Starters or Warm-Up Exercises, they are a MUST in every training environment. A great session starter can set the tone and give you the needed information to plug into your learners quickly. They can build interest, help learners buy into the objectives of the training session and set a climate that encourages learning.
Although this sounds like a cheer on the sidelines of a football or rugby game, this could also be your mantra as a performance consultant when encountering resistance from your client!
Developing your function vision and mission statements will help you stay on track throughout the year. Now's a good time to pull them out and make sure they complement your organization's vision and mission statements. Don't have ‘em? Not to worry! Here are some guidelines to get you started and then it's smooth sailing…
If you're in training and no one told you you're also a marketeer - then let us be the first to inform you! No, this isn't some kind of hype. It's not a trend. Marketing is essential to the survival of your department. The success of any training department lies in the support and respect that it's given by employees at all levels of the organization. This support and respect has to be earned and in some cases it's not easy.
The first step in thriving as a "Department of One" is to adjust your perspective. Being a department of one, believe it or not, is a gift! Ok. Before you DELETE this article, please indulge us a moment and read on.
Are you in a love-hate relationship with your SMEs? Maybe it's because they're not the right ones for the job. The biggest mistake most folks make when adding SMEs to their training force is thinking SMEs are all the same. They're all technically competent so don't they ALL have the ability to perform as trainers? Can’t anyone train?
Making learners feel comfortable and welcome from the moment of contact is critical to setting a productive learning environment. No trainer would disagree with this, right? Then WHY are so many of us unprepared when learners are entering our classroom - be it physical or virtual?
The five-step adult-learning process is an approach to experiential learning, often called discovery learning, which creates an environment where learners realize, for themselves, what they need to know and/or do differently. Some learners will get more out of an activity than others. This experiential learning model helps all learners begin from where they are and grow from a shared experience. Because experiential learning actively involves the learner, it is possible to use the same activity with a diverse audience.
There’s been a lot of buzz lately about performance consulting. It’s not a fad. It’s not a trend. In fact, its time has come. To better understand why we, as training professionals, need to make the transition to performance consulting, let’s start with some definitions and how-to’s and then examine the business need that makes this approach non-negotiable in today’s marketplace. Some Key Terms The transition to performance consulting first requires an understanding of the difference between a traditional training and a performance consulting approach.
Target Population Analysis - or T-POP - is an analysis we often overlook because we assume (and we know how dangerous that is!) we already know an awful lot about our learners.
Have TONS of asynchronous learning out there that no one’s using? You’re not alone. There’s been a trend in corporate training that ‘more is better.’ And so over the years, we have “stuffed” the clouds and taken a “Build it and they will come” mentality to asynchronous training.
We are all feeling it: the pressure to build smart, innovative organizations. How do leaders and their organizations craft a learning organization? By creating safe and involving environments where people can identify and solve problems, plan together, make collaborative decisions, resolve their own conflicts and self-manage as responsible adults. Facilitative mind and skill sets are essential ingredients to making real a learning organization.
Corporate training has evolved rapidly in recent years to move beyond training just new hires, sales people and leaders. Learning and development professionals and corporate trainers are seen as strategic partners who are critical to the success of their business. Why? Organizations today suffer from a skills gap. And many companies say that it takes 3-5 years to take a seasoned professional and make them productive.
Whether a training function is centralized or decentralized is generally not a strategic decision the training function gets to make or even influence much. Actually, whether a training function is centralized or decentralized is not critical to the success of the function. What iscritical to success is to capitalize on the advantages and work at overcoming the disadvantages.
For years soft skills, such as teaming, problem solving, and communication, took a back seat to hard skills, the knowledge and technical skills needed to perform a specific job, such as computer skills, accounting, or research analysis. No more. Recent studies reveal that business leaders see a huge soft skills gap in their organizations and it’s hurting productivity, increasing turnover, and impacting the bottom line.
When clients call and say their trainers or subject matter expert (SME) instructors need help to be more effective when facilitating training, we ask if they’ve been through a train the trainer course or instructor development workshop. The answer is always a resounding “YES!” When we do a bit more investigating, we find out that their facilitators have studied the content of the training they will be teaching but not the process of facilitating training itself. Training the trainer and instructor training courses provide individuals with not only the practical instructional design skills, platform techniques and confidence they need, but also with critical skills to facilitate learning and ensure retention..
The first step in thriving as a Learning & Development "Department of One" is to adjust your perspective. Being a department of one, believe it or not, is a gift!
Ok. Before you DELETE this article, please indulge us a moment and read on.
Being a training department of one gives you an advantage. Because you don't have staff, you are forced to go outside of your department and rely on your relationships with others in the organization to help you achieve your goals.
Are you in a love-hate relationship with your SMEs (Subject Matter Experts,)? Maybe it's because they're not the right ones for the job.
The biggest mistake most folks make when adding SMEs to their instructor force is thinking SMEs are all the same. They're all technically competent so don't they ALL have the ability to perform as trainers? Can’t just anyone train?
What is Instructional Design?
To answer this question simply, instructional design, or sometimes referred to as instructional systems design in more academic settings, is the process of applying learning technologies or media, all based on learning science, to produce a formal or informal learning experience to meet a business need. Regardless of the model of training delivery – self-paced resource, informal, on-the-job training, classroom ILT (Instructor-Led Training) training, virtual classroom (VILT (Virtual Instructor-Led Training) training, virtual asynchronous training, simulation (AR/VR), or a blend/hybrid - the core instructional design process is the same.
On the job training.
Seems pretty straightforward: training that takes place in the workplace itself. It can involve one-on-one, sometimes referred to “knee to knee”, or one on 2-4 learners.
Although the approach is very similar in most cases, the quality of the training varies widely, even within an organization!
On one end of the spectrum is the on-the-job (OJT) trainer who is prepared, engaging, honors adult learning and has learners who walk away with the skills and knowledge to do the job.
A needs assessment is the process of collecting information about a performance issue or need. The need can be a desire to improve current performance or to correct a deficiency. The needs assessment process helps the learning and development professional, trainer, or performance consultant and the person requesting help or training specify the performance improvement need or performance deficiency. Assessments can be formal (using survey and interview techniques) or informal (asking a few questions of those involved).
The term ‘needs assessment’ is a general term for a three-phase process to collect information, analyze it, and create a training plan. Different types of assessments are called need analysis, such as performance analysis, job/task analysis, target population analysis, etc. Needs assessment often involves more than one type of analysis.
Many training professionals spend much of their time tending to paperwork and performing support functions such as scheduling, registering and confirming attendance at events, preparing training rooms for instruction, and marketing training internally.
Increasingly, training coordinators also play key consultative roles by assessing training needs, getting management support, hiring external trainers and consultants, creating a budget for training, and much more.