High-impact training: getting results and respect
Who is the real customer of training?Don't stay caught in old school thinking. The participant is not your customer. You may think that because your participants are smiling when they leave the training room that you have conducted a successful session. But did you know that nearly ninety percent of training efforts are wasted? The new skills you've taught are often never put into action and those that are used are often used ineffectively. You real customers are the supervisors and managers that hired you to train their employees. They are counting on you to organize and implement training that makes their business more successful. If your participants only retain ten percent of what you've taught them, you've failed your employer. High-Impact Training presents an easy-to-follow, easy-to-implement, seven-step model that will help you: Identify and partner with your customer Conduct high impact needs assessment Select and source high impact programs Design high impact training events Facilitate mutual assessment and feedback Design training to meet future needs Filled with real case examples taken from Todd Lapidus's 22 years of training experience, High-Impact Training will prompt you to rethink the traditional training model and offers a new seven-step high-impact model resulting in: More constructive input from your customers The most relevant training possible Increased participant retention of lessons Meeting company objectives Every step of the way, the author highlights the differences between the traditional approach and the high-impact approach to training. The accompanying disk contains reproducible worksheets, forms, checklists and customizable form. With High-Impact Training as your guide, you'll soon be seeing the results and the respect you deserve.
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The SevenStep HighImpact Training Model
Identify and Partner with the Customer of Training
Conduct HighImpact Assessment
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360-degree feedback ability appropriate asked attend business objectives chapter Checklist commitment common understanding core standards Course Content created creative critical feedback matrix customer of training customer retention customer service deep partnering delivery dialogue direct supervisor downstream effective focus focused follow-up formal needs assessment future design meeting future design team high-impact assessment High-Impact Training Model human resources ideas implementation important improvement individuals input instant feedback involved issue learning intervention line manager ment methodology module mutual assessment team organization partnership performance hierarchy Peter Senge presented president of operations process redesign project sponsor Quadrant Quadrant IV question responsible result role Scott Peck Select and Source selection and orientation service team session seven-step shared alignment skills slot machine sourcing and selection Staying-on-Track Form steps successful target audience target participants team leaders ticipants tion tomer trainer training event training intervention training program willingness