Is Training The Solution?

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Information about Is Training The Solution?

Published on July 11, 2008

Author: darinphillips

Source: slideshare.net

Description

This presentation was designed to challenge traditional trainers and subject matter experts who had training thrust upon them. I want them to think outside of the instructor-led training box and recognize that many reasons that leaders send subordinates to training are not problems that training can solve. Those same trainers can then have more useful conversations when a request for training is submitted and perhaps help the leader identify the real cause of the problem so that it can be resolved.

Is Training the Solution?

“ Maybe” by Darin Phillips

Example Name a job where you might find an underperformer What might be the cause of the lack of performance?

Name a job where you might find an underperformer

What might be the cause of the lack of performance?

Causal Factors - Inputs Data – wrong information, missing information, misleading information, and ? Resources – ACT! is slow, Flagship is down, only one monitor, and ? Consequences – none, wrong behaviors rewarded, and ?

Data – wrong information, missing information, misleading information, and ?

Resources – ACT! is slow, Flagship is down, only one monitor, and ?

Consequences – none, wrong behaviors rewarded, and ?

Causal Factors – External Factors Climate – culture of entitlement and ? Goals – none, not communicated, and ? Structure – matrix org with competing bosses and ? Processes – five points of contact and ? Stakeholders – customer expectations and ?

Climate – culture of entitlement and ?

Goals – none, not communicated, and ?

Structure – matrix org with competing bosses and ?

Processes – five points of contact and ?

Stakeholders – customer expectations and ?

Causal Factors – Internal Factors Willingness – perception filters include ?  Attitude  Behaviors Ability Capacity – mental and physical potential and aptitude Knowledge – acquisition affected by willingness Skills – acquisition affected by application

Willingness – perception filters include ?  Attitude  Behaviors

Ability

Capacity – mental and physical potential and aptitude

Knowledge – acquisition affected by willingness

Skills – acquisition affected by application

When Training Adds Value Lack of knowledge Lack of skill

Lack of knowledge

Lack of skill

Cost of ‘Fixing’ Performance Problems Must fix the top issues before the next step down will have any impact What solutions should the business pursue for each category? $ Inputs – data, resources, consequences $$ External Factors – climate, goals, structure, processes, stakeholders $$$ Willingness – perception, attitude, behaviors $$$$ Ability – capacity, knowledge, skills

Must fix the top issues before the next step down will have any impact

What solutions should the business pursue for each category?

$ Inputs – data, resources, consequences

$$ External Factors – climate, goals, structure, processes, stakeholders

$$$ Willingness – perception, attitude, behaviors

$$$$ Ability – capacity, knowledge, skills

How May I Be of Service? Does the employee understand what is expected? Does the employee have access to required resources? Is the employee incentivized to do the right work? Is the employee motivated to succeed? Does the employee have the capacity to succeed? Has the employee been adequately trained?

Does the employee understand what is expected?

Does the employee have access to required resources?

Is the employee incentivized to do the right work?

Is the employee motivated to succeed?

Does the employee have the capacity to succeed?

Has the employee been adequately trained?

Evidence of Value Baseline – measure their current knowledge, skill, and output (both what they do and how they do it) Objective – define what will improve and by how much Strategy – outline, content, pilot; prework and postwork; leader involvement Impact – re-measure knowledge, skill, and output; what contributed to any changes? Don’t take all the credit unless you want all of the blame

Baseline – measure their current knowledge, skill, and output (both what they do and how they do it)

Objective – define what will improve and by how much

Strategy – outline, content, pilot; prework and postwork; leader involvement

Impact – re-measure knowledge, skill, and output; what contributed to any changes?

Don’t take all the credit unless you want all of the blame

Conclusions Training will not fix most performance problems Take the time to help the leader dig into the root causes Take the time to establish a baseline and measure your impact Build leader accountability into every class

Training will not fix most performance problems

Take the time to help the leader dig into the root causes

Take the time to establish a baseline and measure your impact

Build leader accountability into every class

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