BUSINESS DEVELOPMENT
ITS IMPACT ON INDIVIDUALS AND TEAMS IS TRULY TERRIFIC It has long been my experience that the impact and meaning of training both in the short term and in the long term is magnified when it is done locally, in the workplace and in work teams.
In the workplace training takes on a mantle of significance that I cannot re-create in the classroom. When training has this significance and importance its impact on individuals and teams is truly terrific.
This is in no small part due to the fact that we can work together in familiar surroundings on workplace problems. This is particularly true when team members are working for the very first time on key issues that really bug them - like communication, teamwork, individual and team morale and other key factors affecting their performance.
THIS IS AN ESSENTIAL PRE-REQUISITE TO SUCCESSFUL TRAINING This type of on-site training works best when employees at all levels feel that they are being taken seriously. It also means that team members have to feel that it is relevant and appropriate to express their concerns openly. In my experience this is an essential pre-requisite to successful training especially at level three (disposition and attitude).
Getting team members to feel comfortable about speaking openly has been so difficult to achieve in the past that I have been forced to: (i) turn up unannounced, (ii) do a tour of the premises with team members, one at a time, and (iii) ask supervisors to leave the room so that team members can speak openly about their feelings.
In my experience it takes a lot to get some people to talk about their feelings. Once they feel it is safe to do so then the strongest feelings and opinions emerge! These are usually but not exclusively about the allocation of work, how they are being treated by other team members and how they rate the employer and those people currently in management and supervision.
THE COMMITMENT TO DOING THINGS BETTER CAN BE SECURED
For this type of training - once we have the appropriate learning objectives in place and team members have had the chance to get their feelings off their chest then the training becomes more meaningful and the commitment to doing things better can be secured.
Perhaps we all need to remember that training does not have to be something that one person ‘does’ to another. It can and should be a partnership between supervisor or trainer and learner. It is for me a sobering thought that supervisors or trainers are always judged by the answers to simple questions like: ‘Were the employer’s requirements met?’. ‘Were the trainee’s learning objectives met?
Good luck with the training you give and get in the workplace.
Frank Newberry
www.franknewberry.com
www.windenergynetwork.co.uk
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