What makes Good Training?

A friend worked for a company who provided him and his colleagues to 40-minutes training every Wednesday morning. Now while this looked good on his personal CPD record and on the company’s (!!!), how much did it actually contribute to his development or that of any of other people who had to attend? Very little, he says, because I) it usually didn’t seem relevant, 2) it was often delivered along the lines of ‘you SHOULD’, 3) no opportunity was given to adapt it to his particular situation, 4) no time was given to implement it on top of his already overloaded workload. 5) in many cases, the previous week’s training seemed to be mainly forgotten by the following week.

Training is pointless when…

Training is pointless when recipients feel that it is being imposed on them or it just a box-ticking exercise. For training to be most effective, recipients must feel that it is relevant and useful to them. They must believe that it will help them develop and progress and so is worth giving up their valuable time for.

Training is money down the drain when…

Training is a waste of money when it is rigid and dogmatic. For training to be most effective, recipients should feel able to ‘pick n mix’ from the ideas presented. The ideas should be easy to apply, adapt and personalise.

Training is a waste of time when…

Training is a waste of time when there is no opportunity to try it out in the session. For training to be most effective, recipients need opportunities to practise and try out the new ideas during the training. They should be able to ask questions (not just at the end) and adapt the ideas both with support of the trainer and their peers. Recipients should leave the training session with workable ideas and experience.

Training is rubbish when…

Training is meaningless when there is no time given to experiment with new ideas for real in the workplace. For training to be most effective, there should be an expectation that recipients will try out the new ideas and a realistic amount of time should be allocated for them to do this. Recipients should also be encouraged to adapt the ideas to make them work for them.

Training is pants when…

Training is weakened when there is no follow-up ‘feedback and tweaking’ session. For training to be most effective a follow-up session should be arranged. The timing of this should give recipients adequate time to try out the new ideas but not so much that any ‘not-so-good’ experiences impact on the recipient’s engagement. The follow-up session should give all recipients the opportunity to share their experiences and make any adaptions accordingly. Ideally the session will be led by the original trainer