Monday, June 1, 2020

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Kirkpatrick Quick Tip Vol. 2 #25

Missed Parts 1-5? Read them here

The training is complete and participants have returned to their jobs.

Do you let out a sigh of relief and turn your attention to the next training class? No! Training is the beginning, not the end.

After training, it's time to ensure that the required drivers that you and your stakeholders agreed upon during the planning phase get activated.

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Kirkpatrick Quick Tip Vol. 2 #24

Missed Parts 1-4? Read them here

Think about the last training class you attended.

  • Did the instructor create a clear vision of "what success will look like" if you learned and applied the content (Level 4 Results)?
  • Was it clear exactly what you were supposed to do as a result of attending the training (Level 3 Behavior)?
  • Did you know what support you would have when you got back to your job and attempted to apply your learning (Required Drivers)?
  • Were you told how your performance would be monitored and evaluated (Level 3 evaluation)?
In the same way that a civil engineer designs the signage and lighting surrounding a bridge, training professionals should show training participants exactly what is expected of them during and after training, and what support systems will be in place.

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Kirkpatrick Quick Tip Vol. 2 #23

Missed Part 1, Part 2 or Part 3? Read them all here

In the last quick tip we talked about performing a good needs analysis before diving in and developing training content. In this quick tip we discuss the importance of creating a plan for what will happen not just during training, but before and after it as well.

The phrase "training needs analysis" is dangerous, because it sets the expectation that the intervention will always be training. We prefer to say needs analysis, and use it in the context of a broader initiative or solution.

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Read Dr. Don Kirkpatrick's latest article in Training Magazine. In this article, Don discusses how training and performance appraisal can work hand in hand if the appraisal looks ahead at what can be done to improve employee performance.

Click here to read the entire article at Training Magazine

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Kirkpatrick Quick Tip Vol. 2 #22

Missed Part 1? Read it here.
Missed Part 2? Read it here.

Training professionals who take the time and make the effort to build bridges to the business will get more training requests.

As we discussed last week, though, more "training requests" may not be exactly what you want.


When the level of communication with the business unit you serve increases, it is very likely that you will get phone calls from well-meaning managers who say things like, "Our team isn’t getting along. Can you do some team-building training?"

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Kirkpatrick Quick Tip Vol. 2 #21

Missed Part 1? Read it here.

Training professionals need to do more than deliver a great training class. They need to give their internal or external customers the tools they need to contribute to the bottom line or organizational mission.

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Kirkpatrick Quick Tip Vol. 2 #20

The role of training professionals has changed as technology has advanced. 15 years ago it may have been enough to deliver a great training class. If that’s all you do these days, however, you are in danger of being replaced by a smart phone app that can do the same thing on demand, for little or no money.

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Kirkpatrick Quick Tip Vol. 2 #19

It is very tempting to want to isolate the impact of training on final organizational results, or isolate the impact of any component, for that matter. The reality is that isolation is impossible (or so difficult to accomplish that the resources employed to complete the calculation questionable), and non-productive.

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