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10 WAYS TO MAXIMIZE
THE IMPACT OF TRAINING
Training your staff is an essential investment in
today's changing and competitive environment. But just
sending staff to attend training programs is not enough.
You can maximize the impact of your investment by
following these key guidelines for management and staff
interaction "before", "during" and "after" the training
program.
Before the Training Program:
1. Review with staff why they were selected for the
program and discuss anticipated benefits for the
organization. This shifts their perspective from purely
personal, "I am going to attend a training", to personal
and organizational, "The organization is making an
investment so I can attend a
training. The purpose of this investment is to help me
upgrade my skills so that our organization becomes even
more competitive and productive."
2. Ask participants to talk about how they might benefit
from the program. Where do they see opportunities for
improvement in their own skills and/or behavior?
3. Discuss and obtain agreement from your staff on their
punctuality, attendance and participation in the
training program.
4. Redistribute participants' workload during their
absence so they do not return to a mountain of pending
matters. This helps participants keep their minds
focused on the course.
5. If sending more than one participant, create a "buddy
system" before they go. Buddy teams can ensure that both
participants get maximum value and understanding from
the training.
During the Training Program:
1. If the course is more than one day long, have
participants brief their managers as the course
progresses. This can take the form of a short
face-to-face meeting, a telephone call at the end of the
day, or a summary fax
written and sent overnight.
Participants should identify what material was covered
during the day, what new learning occurred, and what
value they see in applying this learning back at work.
2. Discuss any ambiguities or uncertainties that arise.
Help participants identify examples of learning points
in application on the job. Help formulate clarifying
questions for participants to bring back to the course
instructor on the following day.
3. If there are interim assignments to complete, engage
others who are not attending the course in discussions
and deliberations. This brings the learning experience
back into the office, building internal an support
network for during and after the training.
After the Training Program:
1. Meet with course participants to review:
* What were the most valuable learnings from this
program?
* What will you do differently now at work? in which
situations?
* When will you begin or try this new approach?
* What suggestions do you have to improve or customize
the course?
* Who else should attend this particular training
program?
2. Discuss organizational improvement based upon the
participants' new learning. Be willing to implement new
suggestions on a trial basis with participants involved
in tracking and implementation.
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- Ron's successful background includes high-impact special events at the
Rose Bowl, the Great Wall of China, St. Basil's Cathedral in Moscow and on the Capitol
Mall in Washington DC. His unique approaches to leadership and learning have been featured
in LIFE Magazine, the New York Times and frequently on TV. A graduate of Brown University,
USA, Ron is certified in Applied Neuro-linguistics and is a professional member of the
National Speakers Association. For more information please visit his web site: http://www.ronkaufman.com/
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