If we distill a manager’s job to its basic ingredients, getting someone – or some people – to do a job and do it well is essential. It requires motivation.
Ongoing coaching, along with feedback that promotes problem-solving and growth, is key to supporting employees’ success. In many ways, it is an art form; however, there are a few fundamental strategies, backed in science, that can enhance the experience.
The human brain is wired to forget. Not all information is needed beyond the immediate moment or situation. It’s up to instructional designers and training facilitators to help learners maximize knowledge retention.
When planning a training event, you may look for expert advice about how to ensure that it runs glitch free – that everything works according to plan. But these days, being glitch-free is the minimum of what your attendees expect.
It’s been almost 60 years since Donald Kirkpatrick created his four-level training evaluation model. Despite their best efforts, few organizations have been able to reach the holy grail of learning – level 4 (the effect on the business).
To combine quotes from F. Scott Fitzgerald and Churchill – we beat on, boats against the current, destined to let history repeat itself.
A good place to start with any training exercise is often the end: the deliverables, the take-home messages … in other words, what it is that you actually want to have achieved by the time your audience are walking out of the room.