If you're in the fortunate position to build a training organization from scratch, you have a unique opportunity to avoid and/or leapfrog all the traditional characteristics of training groups that keep them from having a seat at the table in strategic discussions on the organization. If you were to build a training organization from the beginning, consider this framework: context, connections, content.
Great companies take extreme measures to hire the right people for the right jobs. They know not everyone is great at every job and that the best results come from aligning employees to jobs that need their particular combination of talents, strengths and passions.
Whatever the field in which you're training or being trained, there’s one thing that can improve the experience – a better memory. Whether the subject is chess, computer coding or cookery, better recall will help students reach mastery sooner and with fewer headaches. So are you simply cursed (or blessed) with whatever memory capacity your brain was born with?
I've been to my share of corporate retreats, inspirational events, team building weekends... But as many as I've attended, I've never actually been part of that sitcom staple, falling backward and having someone catch you.
We don’t pay employees to do a “job.” We pay them to invent the best, most efficient and most profitable response at each moment in their day. We pay them to watch each situation they encounter in their constantly changing workplace and use what they know to make the best decision on the spot. We pay them to think on their feet – and to pack their brains when they pack their lunches. And the more they know, the more tools they possess to be able to wisely choose the best response.
Creativity, educators tell us, is declining in America. Whether this is due to a TV overdose or changes in school curricula, over the decades our kids are apparently doing worse and worse on standard psychological measures of creativity. So when they get to the workplace, can training make up for some of these deficits and belatedly encourage innovative thinking in employees?
It’s a safe bet that your company would benefit from some form of training on communications. When I sit down with a CEO to discuss training, the subject will inevitably pop up on the short list of must-have classes. The key to identifying the true need is to differentiate between breakdowns in processes and skill gaps.
Whether training is conducted online or in person, video glitches can wreak havoc on a presentation. My first significant training mishap occurred early in my career. As the Safety and Security Supervisor in a manufacturing facility I had persuaded my boss to purchase what seemed to be an expensive video on hearing protection. With new standards, I thought it would be a good way to reach the 1,300-plus employees working shifts around the clock.
Do your employees say, “I have to get to work”? Or do they say, “I can’t wait to get to work”?
The recession is technically over, but that doesn’t mean organizations are keen to spend one penny more than they have to. Just look at training — back in 2009 when the financial crisis was still raging, research firm Bersin & Associates asked firms how their training budgets were faring. The answer was predictably gloomy with the training market seeing its greatest contraction in a decade.