Send
Print
Some of these errors may be seen in a "pure form", some - with restrictions and disclaimers.
1. Order "just a training"
Periodically, customers see some sample online program such as "Active sales" or "Cold calls" and are ready to organize it. Sometimes executives are ready to conduct such training, even without meeting with a specialist who will conduct the course.
The problem is that, despite the common challenges and difficulties encountered in the work, the specificity and activity of companies, even similar to each other, would be very different for each of them.
In general, the person who is going to conduct the training must understand the specifics of the enterprise. Thus, the participants will be able to catch everything, and examples given during the training will reflect the features of the customer's business.
2. Not being able to determine the objectives of the training
Not so long ago there was a story of a company that has not been able to determine the objective of the training. Three sales executives attended the first meeting, and one’s vision of how the training must be conducted did not coincide with the views of other leaders. Observing it, the coach asked to proceed a usual procedure – to fill in the brief, which would have reflected the wishes of the client's goals, objectives of the training and expected results. Unfortunately, the efforts were in vain - the leaders "did not have time" to fill these questionnaires.
A training is exactly the same business procedure, which has its own goals, objectives, formats, and what is important - the results. Usually they are expressed in the fact that the participants learn something, master algorithm, get new information, form an idea, receive systematic sequence of actions and so on.
Those, who book a training, should have a clear idea on why they ever need a course, and how the results will help to achieve the main business objectives of the organization.
In general, of course, it is possible to carry out training for training - because "everyone does," or "it is fashionable," or "our neighbors in the office center had a training too," and it may bear fruits. But unlikely they will bring tangible benefits.
3. Collect participants according to the principle "would not be worse"
Many managers want to train the maximum number of employees for the money they pay for training. The workers can be experienced ones or newbies, from a parallel department or just "to listen and learn something new." In general, the aspiration is clear, but extremely doubtful too.
Participation will be useless for those who are not in work-related issues that are dealt with on the training. This is about as if we were caught in the symposium of nuclear physics scientists: everything that is being described, in general, is useful and even understandable, but what use of this information is?
If possible, it is better to choose a homogeneous composition of participants to take part in one training - one position, one level, same functionality, similar experience.
For example, do not collect in one sales training all the salespeople, if their functionality is different - someone who works only on cold calls, call-center people, someone to whom customers come by themselves, someone who works exclusively on tenders.
In an extreme case, if you really need it, you should notify a specialist who will conduct the training.
4. Wrong attitude
Employees, who will be focused on training, should be notified in advance. Especially if the training is held at nonworking time (weekends or evenings). Yes, and during working hours, too: your colleagues need to plan their business affairs - calls, meetings and so on.
Also, it is necessary to warn them what kind of a training will it be, and why it is needed. In addition, the way must be positive: "Training will be conducted because there are new technologies that will help you and the company to earn more." Much depends on this spirit including how staff will join in on the job training, and what out of it will make. In this case, the energy of resistance will only harm.
5. Be a major participant in the training
This applies to those leaders who decide to participate in the training, together with its employees. This is already quite controversial decision, and sometimes benefit from his involvement is much smaller than harm.
If an executive speaks first and is most involved in the exercises, and shares experience most of all, then it just will make no good. It is worth remembering that the training is carried out for the development of some skills among staff, not the manager, so there is definitely no sense in such behavior. Instead of more participants got involved in the process of looking at their leader, they tend to be more closed and less trying to participate and speak. They simply don’t want to be assessed once again.
6. Not maintaining the learning outcomes
This is another very important point. Many managers expect a miracle - sales increase or employees who become obedient, executive and unrealistic operational. Unfortunately, such views remain a pipe dream.
Education is embedded in the human resource management system, along with the selection, organization, control and motivation. Where each component does not work by itself, there systematically built strategy will only benefit. Training is not a motivating component in the long run, it does not hold plans, does not control the work of employees
That is why it is so important to maintain the effect after training. It is important that the staff began systematically apply their knowledge and skills, daily turning them into skills. It is essential that they must be motivated to do it. Finally, it is important that the head support their employees in their development. If this is not done, the results of learning very quickly come to naught, and conducted training remains useless.
1. Order "just a training"
Periodically, customers see some sample online program such as "Active sales" or "Cold calls" and are ready to organize it. Sometimes executives are ready to conduct such training, even without meeting with a specialist who will conduct the course.
The problem is that, despite the common challenges and difficulties encountered in the work, the specificity and activity of companies, even similar to each other, would be very different for each of them.
In general, the person who is going to conduct the training must understand the specifics of the enterprise. Thus, the participants will be able to catch everything, and examples given during the training will reflect the features of the customer's business.
2. Not being able to determine the objectives of the training
Not so long ago there was a story of a company that has not been able to determine the objective of the training. Three sales executives attended the first meeting, and one’s vision of how the training must be conducted did not coincide with the views of other leaders. Observing it, the coach asked to proceed a usual procedure – to fill in the brief, which would have reflected the wishes of the client's goals, objectives of the training and expected results. Unfortunately, the efforts were in vain - the leaders "did not have time" to fill these questionnaires.
A training is exactly the same business procedure, which has its own goals, objectives, formats, and what is important - the results. Usually they are expressed in the fact that the participants learn something, master algorithm, get new information, form an idea, receive systematic sequence of actions and so on.
Those, who book a training, should have a clear idea on why they ever need a course, and how the results will help to achieve the main business objectives of the organization.
In general, of course, it is possible to carry out training for training - because "everyone does," or "it is fashionable," or "our neighbors in the office center had a training too," and it may bear fruits. But unlikely they will bring tangible benefits.
3. Collect participants according to the principle "would not be worse"
Many managers want to train the maximum number of employees for the money they pay for training. The workers can be experienced ones or newbies, from a parallel department or just "to listen and learn something new." In general, the aspiration is clear, but extremely doubtful too.
Participation will be useless for those who are not in work-related issues that are dealt with on the training. This is about as if we were caught in the symposium of nuclear physics scientists: everything that is being described, in general, is useful and even understandable, but what use of this information is?
If possible, it is better to choose a homogeneous composition of participants to take part in one training - one position, one level, same functionality, similar experience.
For example, do not collect in one sales training all the salespeople, if their functionality is different - someone who works only on cold calls, call-center people, someone to whom customers come by themselves, someone who works exclusively on tenders.
In an extreme case, if you really need it, you should notify a specialist who will conduct the training.
4. Wrong attitude
Employees, who will be focused on training, should be notified in advance. Especially if the training is held at nonworking time (weekends or evenings). Yes, and during working hours, too: your colleagues need to plan their business affairs - calls, meetings and so on.
Also, it is necessary to warn them what kind of a training will it be, and why it is needed. In addition, the way must be positive: "Training will be conducted because there are new technologies that will help you and the company to earn more." Much depends on this spirit including how staff will join in on the job training, and what out of it will make. In this case, the energy of resistance will only harm.
5. Be a major participant in the training
This applies to those leaders who decide to participate in the training, together with its employees. This is already quite controversial decision, and sometimes benefit from his involvement is much smaller than harm.
If an executive speaks first and is most involved in the exercises, and shares experience most of all, then it just will make no good. It is worth remembering that the training is carried out for the development of some skills among staff, not the manager, so there is definitely no sense in such behavior. Instead of more participants got involved in the process of looking at their leader, they tend to be more closed and less trying to participate and speak. They simply don’t want to be assessed once again.
6. Not maintaining the learning outcomes
This is another very important point. Many managers expect a miracle - sales increase or employees who become obedient, executive and unrealistic operational. Unfortunately, such views remain a pipe dream.
Education is embedded in the human resource management system, along with the selection, organization, control and motivation. Where each component does not work by itself, there systematically built strategy will only benefit. Training is not a motivating component in the long run, it does not hold plans, does not control the work of employees
That is why it is so important to maintain the effect after training. It is important that the staff began systematically apply their knowledge and skills, daily turning them into skills. It is essential that they must be motivated to do it. Finally, it is important that the head support their employees in their development. If this is not done, the results of learning very quickly come to naught, and conducted training remains useless.
