| The Top Secret to Optimizing Training Application |
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Let me ask you a private question, Do you ever look in the mirror and wonder why, “they just don’t get it?” Could it be there is something missing in your training design to help participants apply what they are learning? Maybe you have the perfectly designed program plan—big picture overviews, bite-size sections, and partner exercises—but if you’re like most trainers, you are ALWAYS looking for ways to improve. Providing cutting edge trainings to leading corporations for over fifteen years has given us unique insights into training delivery and application. We’ve seen what’s working, and what is not working, in trainers’ efforts to ensure that participants use what they learn. So many of us find ourselves trying to measure the return on investment of trainings. Growing requirements to validate and measure training results can create ongoing challenges and demands outside the scope of classroom delivery. The expectations of a bottom-line organizational culture can increase the pressure. You know what how the directive sounds:
We’ve noticed a common pattern in many training programs, departments and companies. One obvious mistake is:
In this free article, we will expose this overlooked problem limiting effectiveness for the majority of people working in training organizations and we’ll disclose tools and remedies that you can implement immediately. Use these tools to anchor and build on-the-job application into your training design and delivery. Control and manage training effectiveness that translates into music to your ears, participants saying, “I get it and I’ll use it!” What’s in that binder on the top shelf? It’s still “standard operating procedure” in many organizations to organize trainings into primarily verbal collections of data. You know the ones—those three-inch binders that end up on the top shelf, collecting dust. Or the text-heavy e-learning courses that somehow seemed like a great idea but is not translating into measurable change. And isn’t it all to common to have facilitator guides that are organized into sections that tell instead of invite participation? While your training organization may have made significant strides in training scope, there’s often room for improvement in creating interaction and defining application of trainings. In the long term, this promotes a culture where employees don’t make time for training. This has significant costs personally, professionally, organizationally and culturally. Additionally, In many industries the training department is devoted full-time to orientations and new-hire trainings. Some industries such as hospitality and food service have up to 117% turnover, causing huge investments in training dollars to be spent constantly on new people. This sets the stage for trainer burnout. Subsequently it becomes difficult or impossible to devote equal time to develop and deliver training to existing staff. What is the secret so you can take charge?The question is: What can you do about it? You can’t necessarily change the external situations. However, you can focus on ensuring that every section of your training is tied to application. And it doesn’t require changing the course content. What is the area begging for your attention? It is ”the debrief”. A three step debrief outlines a repeatable template that you can use with any training content. The three steps are linked to three questions: “What?” then “So What?” and finally, “Now What?” As you examine three areas, the link between training and application grows stronger. Your activities, charts and questions will test for understanding, engage participants to explore personal benefits and define specific actions. These three areas give you feedback to refine and perfect the design and delivery of any training. As you ask, “What?” you’ll test for understanding. You’ll find out how well the material is organized and if areas are unclear. If you consistently see that sections are missing, there could be too much information to retain. The feedback you get from participants will help you identify how to structure the content and delivery for clarity, Engage participants in owning the training content. Ask them to define how this training will make their job easier. How will it help them in their communications, behaviors and beliefs? With every question invite them to interact, speak up, own the content and find their personal motivation to use what they are learning. Finally, ask participants to define and declare actions they will take to apply the information back on the job. Be specific. Share ideas for application with a partner. Keep asking, “what else?” to drive the specificity down into do-able, action steps that are in the realm of control of the participant. Have participants write down their actions. Encourage each participant to leave with 3-5 specific action steps they can take right away. Map out the big picture of these three questions to give participants an opportunity to discuss, generate ideas and build their personal action plans. By creating interactive learning maps, you support dialogue, interaction and graphic simplification. With this debriefing method you’ll measure how well participants understand the material, expand the personal on-the-job benefit of using the content, and define specific actions they will take to apply the learning. Use this debrief frequently. Experiment with using it after every section of your training. Ask these three questions before breaking for lunch, or ending for the day. Ask them again when you meet on the morning of the second day. The repetition of the three step debrief sets a structure for the participants. The debrief structure provides a safety zone, a known reoccurring event within the landscape of new training content. Participants come to expect it and enjoy it. As you gain practice using the debrief, you’ll find that it is easy to quickly work through the process. You’ll invent and discover alternative mapping solutions to keep the debrief fresh and interesting. You’ll gain valuable information about training design, delivery and how to support on-the-job application. Each training session is a mini-focus group. The participants provide valuable feedback to help you test, evaluate, and continuously improve design and delivery. In the process, participants know that their comments are valued. This diaglogue and interaction ensures training relevance and effectiveness. The three step debrief is one of your trainer power tools to optimize training application. |
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