Training

Ensuring That our Workforce has Acquired and Applied
the Requisite Skills and Knowledge

Common Challenges:

• Address skill and knowledge deficiencies in an organization
  
• Required to assess the training need, design training solutions, develop the solution, implement the solution, and evaluate the results.
  
• Biggest challenge that I address through my approach: developing training solutions when the problem can't be solved by training alone.
  
• My skill is to assess PERFORMANCE requirements and deficiencies and develop solutions that meet the performance gaps. Sometimes these solutions are training, but they often are related to work process, information sharing, setting expectations, providing performance feedback, modifying incentive systems, hiring processes, placing the right people in the right jobs, and addressing core motivational issues.
  
• My goal: to develop training solutions for those situations where skill and knowledge deficiencies are the actual problem. All training solutions need to be supported by strong leadership and management actions. Most organizational problems that we address through training can't be solved by training. My unique approach is the ability to analyze performance and to work with my clients in finding cost-effective solutions that deal with both short-term and long-term requirements.

Typical Scenario:

I have a prospective client now who wants me to work with the Training Manager to develop new courses for store managers and outside sales reps, as well as revised the new hire basic course.

• For the new course development, I will apply the best practices approach called ADDIE (Analysis, Design, Development, Implementation and Evaluation).
  
• My unique approach is in the Analysis phase, where I'll not only look at knowledge/skill deficiencies that can be addressed by training, but other deficiencies in the system that contribute to on-the-job performance such as the performance management systems, management/employee communication practices, incentive systems, hiring and placement practices).
  
• All training design, including the new hire course, will be based on job performance requirements, not only on what people think someone should know to do a job.
  
• I will also propose to evaluate training at three levels; level one: trainees' reaction to the training; level two: to what extent did they learn new skills/knowledge as a result of the training?; level three: to what extent are the new skills/knowledge applied on the job. Level three is usually conducted 3-6 months after training has been completed.

Methods and Deliverables:

• Performance analysis. What are the actual job performance requirements
• Gap analysis. What is the gap between what people SHOULD be doing on the job and what they ACTUALLY are doing on the job? Can the gaps be successfully addressed through training?
• Leaning needs assessment
  
• Audience analysis
  
• Training design document
  
• Participant and Leaders Guides
  
• Job aids
  
• Other training support material (e.g. slides, handouts)
  
• Evaluation plan