Training

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Executive Spotlight: How To Develop A Training Plan For New Employees



As new employees join your team, providing them with a well-structured and comprehensive training plan is essential for their success and the long-term growth of your business. Crafting a thoughtful and effective training program not only accelerates the onboarding process but also sets the stage for new hires to excel in their roles. How can you create a training plan that equips your new talent with the knowledge and skills they need to thrive?

We recently asked our leading executives for their best tips on how to develop a training plan for new employees.

Here are their responses...

Melodie Turk, Learning Experience Executive


New employees are excited and eager to jump in and it’s important to give them the opportunity to do so. Providing a solid training plan over their first year will provide a strong foundation to help with their success.

As new employees generally have more time than any other employee, I recommend building a training plan they can control and lead. This means building a guided framework they can easily navigate while they build their knowledge pool. This framework should not overwhelm the new employee, but build upon itself so their knowledge gets deeper as the year progresses.

Here’s an example.

When setting up training regarding the organization, you might set it up this way:

  • In their first week, search the intranet and internet to find out the organization’s mission, vision, and core values.
  • In their first month, search the intranet and internet to find out the organization’s mission, vision, and core values and bookmark key links you can use for later reference.
  • At the 90-day check-in, review your bookmarked links and ask your supervisor how the organization’s mission, vision, and core values drive the department’s priorities.
  • At the 6-month check-in, review your bookmarked links and prepare to share with your supervisor how the organization’s mission, vision, and core values drive your own work and discuss how other priorities may impact that work.
  • At the annual check-in, review your bookmarked links and prepare to share suggestions on how to further support the organization’s mission, vision, and core values in your own work and what support you may need to make that happen.

In each instance, the employee is given a task that starts out relatively small and increases in thought and knowledge.

Each training plan should cover compliance training and then organizational, departmental, and personal areas.

Organizational areas may include the history of the organization, its mission, vision, and values. Learning about them may be as easy as searching the intranet or it may be scheduling time with a few key people who have been with the organization for some time. It may even include a visit to an archive location.

Departmental areas may include strategic goals, dashboards, and reports—not just where they are located, but the context behind them, as well as how to interpret them. This may include guiding the new employee to schedule time with certain people or to watch a video to gain this knowledge. This area may also include certain training to help employees learn how to actually input and navigate different systems they will use.

Personal areas might include cultural norms and behaviors. This may look like a scheduled meet and greet with other employees (with guided questions) to discover how the culture of the organization looks and works. It may include reading through a company blog or watching CEO town halls. It may even be as simple as a PowerPoint sharing key aspects of the culture.

Developing a training plan for new employees is best done with other employees. They will help give you the best insight into what they wish they had known and when.

Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplace—change that is meaningful and change that will last.

Michael Willis, Sports Business Operations Executive


Manager/leaders trains new employees at work

Step 1: Identify Training Needs

  • Begin by conducting a thorough assessment of your organization's needs. Determine what skills and knowledge are essential for new employees to excel.

Step 2: Set Clear Objectives

  • Define specific, measurable objectives for the training plan. What should new employees achieve by the end of their training? Ensure these objectives align with your business goals.

Step 3: Design the Curriculum

  • Create a detailed curriculum that covers all necessary topics and skills. Divide it into modules or sections for clarity. Each module should contribute to achieving the defined objectives.

Step 4: Choose Training Methods

  • Select the most appropriate training methods for each module. Options include classroom training, e-learning modules, hands-on workshops, and mentorship programs. Tailor your choices to suit your employees' content and learning styles.

Step 5: Develop Training Materials

  • Create or source training materials such as presentations, manuals, videos, or online resources. Ensure these materials are well-structured and engaging to facilitate effective learning.

Step 6: Assign Trainers or Facilitators

  • Appoint experienced trainers or facilitators who can effectively convey the training content. These individuals should have expertise in the subject matter and possess strong communication skills.

Step 7: Schedule Training Sessions

  • Plan the training schedule, considering the availability of trainers and new employees. Ensure that the timeline aligns with business needs and employee onboarding processes.

Step 8: Implement Training

  • Execute the training plan as scheduled. Provide employees with access to training materials and resources. Encourage active participation and engagement throughout the training.

Step 9: Assess Progress

  • Regularly assess the progress of new employees through quizzes, assignments, or practical assessments. Use feedback to identify areas needing additional attention or modifications to the training plan.

Step 10: Provide Feedback and Support

  • Offer constructive feedback to employees to help them improve. Create a supportive environment where questions are encouraged and challenges are promptly addressed.

Step 11: Monitor and Adjust

  • Continuously monitor the effectiveness of the training plan. Analyze the impact on employee performance and adjust the program to address gaps or changing business needs.

Step 12: Measure ROI

  • After completing the training, measure the return on investment (ROI) by evaluating how well the new employees contribute to the organization. Assess their performance against the initial objectives.

Step 13: Iterate and Improve

  • Use the insights gained from the training process to improve future training plans. Learning is an ongoing process, and each iteration should be better than the last.

Developing a comprehensive training plan for new employees is a strategic investment in your organization's success. By following these steps, you can ensure your employees are well-equipped to excel in their roles, contribute to business growth, and drive overall success.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Ana Smith, Leadership Development & Learning Strategist


Woman trains new employees at work

Crafting an effective training program for new employees is key for retaining talent. In today's dynamic workplace, ensuring that your team is well-prepared from day one is crucial for their success and your organization's growth. A well-structured training program not only accelerates the onboarding process but also sets the stage for long-term productivity and job satisfaction. In this blog post, we will walk you through the essential steps to create an effective training program that empowers your new hires to thrive.

1. Define Your Objectives

Before you can start building a training program, it's essential to clearly define your objectives. Ask yourself:

  • What specific skills and knowledge do new employees need to excel in their roles?
  • What are the key performance indicators (KPIs) that will indicate a successful onboarding process?
  • How will this training program align with the company's goals and values?

Defining these objectives will serve as a roadmap for designing your training program.

2. Identify Target Audiences

Not all employees have the same needs or roles within your organization. Segment your new hires based on their job functions, experience levels, and backgrounds. This allows you to tailor the training content and delivery methods to meet each group's unique requirements. For example, a salesperson's training will differ significantly from that of a software developer.

3. Create an Engaging Curriculum

Once you know your objectives and your audience, it's time to develop the curriculum. Here's how:

  • Determine Learning Outcomes: Clearly outline what employees should know or be able to do after completing the training program.
  • Content Creation: Design the content around these learning outcomes. Use a mix of formats such as videos, written materials, interactive modules, and hands-on exercises to keep the training engaging.
  • Sequencing: Arrange the content logically, starting with foundational concepts and gradually moving to more complex topics.
  • Assessment: Include assessments, quizzes, or assignments to evaluate employees' understanding and progress.

4. Choose the Right Delivery Methods

Consider the most effective methods for delivering your training content:

  • Instructor-Led Training (ILT): Ideal for hands-on or complex training, ILT involves a live instructor leading a class.
  • E-Learning: This method includes web-based training, videos, and interactive modules that employees can complete at their own pace.
  • On-the-Job Training (OJT): For roles that require practical skills, OJT involves new employees shadowing experienced colleagues.
  • Blended Learning: Combines multiple delivery methods for a holistic learning experience.

Select the methods that align with your objectives and audience needs.

5. Develop Training Materials

Create or curate the training materials. Ensure that they are well-organized, up to date, and easily accessible to employees. Consistency in formatting and style will enhance clarity and usability.

6. Establish a Training Schedule

Determine the timeline for the training program. Will it be a one-week intensive program or a longer, phased approach? Communicate this schedule to your new employees so they can plan accordingly.

7. Training Delivery and Evaluation

Now, it's time to roll out your training program. During this phase:

  • Training Delivery: Ensure that trainers are well-prepared and engaging. Make resources available for self-paced learning if applicable.
  • Feedback Mechanism: Collect feedback from both trainers and trainees to continuously improve the program.
  • Regular Assessments: Evaluate the effectiveness of the training program at predetermined intervals.

8. Monitor Progress and Adjust

Keep a close eye on your new employees' progress as they complete the training program. Adjust the program as needed to address any identified gaps or areas of improvement.

9. Gradual Integration

After completing the training, facilitate a smooth transition into employees' regular roles. Continue to offer support and mentorship as they apply their newfound knowledge and skills.

10. Continuous Learning Culture

Encourage a culture of continuous learning within your organization. Provide ongoing training opportunities and resources to help employees grow in their roles and stay up to date with industry trends.

In conclusion, developing a training program for new employees is a strategic investment that pays off in the long run. It not only equips your team with the skills they need but also fosters a sense of belonging and commitment to your organization. By following these steps and remaining adaptable to changing needs, you can create a training program that sets your employees up for success and helps your company thrive in today's competitive landscape.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the "red thread."

Lisa Perry, Global Marketing Executive


Man trains a new employee at work

I've had the privilege of experiencing one truly exceptional onboarding and new-hire training program in my career. It began with my future boss's welcoming email, excitement about my upcoming start, and her eagerness to have me join the team. Little did I know that this was just the beginning of an onboarding journey that would set the gold standard for welcoming new employees.

My first day was unlike any other. The office felt inviting, adorned with a beautiful plant, and a fun gift basket with company-branded goodies awaited me. My desk was thoughtfully arranged with everything I needed, from a computer to supplies. This warm reception left a lasting impression, marking the start of a well-structured process designed for my success.

The onboarding experience continued seamlessly with a structured two-day training program. I immersed myself in the company's culture, completed HR paperwork, and became familiar with essential organizational guidelines and processes. This comprehensive introduction laid a strong foundation for my journey with the company.

What truly made this onboarding exceptional was the people. My boss, who had sent that initial email, became my guide. She introduced me to the marketing team, fostering connections from day one. My journey continued with department visits, introductions to key stakeholders, and active participation in meetings and ongoing projects.

Reflecting on this extraordinary onboarding experience, it becomes evident why it left such an indelible mark. I felt genuinely welcomed and valued when I walked through the door. This positive and inclusive start set the stage for my confidence and subsequent success in my new role.

Here are five key strategies for developing a new hire training plan that goes beyond the basics, ensuring that new employees feel welcomed and equipped with the tools and knowledge needed to thrive:

  1. Set Expectations: Begin by defining the role and expectations from day one. A well-crafted job description and initial discussions with new employees about their responsibilities, goals, and 30-day expectations will help them understand their role.
  2. Introductions: Facilitate meaningful introductions to colleagues, teams, and key stakeholders. Organize team-building activities or events to help new hires forge connections, feel part of the team, and know who to contact. Highlight the importance of collaboration within the organization. Assign a mentor or buddy to help them navigate their initial days.
  3. Onboarding: Make the first few days memorable. Welcome new employees with a warm and organized orientation process. From administrative tasks such as filling out forms, setting up email accounts, and arranging direct deposit for paychecks, as well as the opportunity to immerse oneself in the company’s mission, vision, goals, culture, policies, and best workplace practices. This multifaceted approach ensures that new employees not only complete essential paperwork but also gain a deeper understanding of the organization.
  4. Training: Develop a structured training program that covers essential job skills, equipment usage, information access guidance, job shadowing, performance standards, and company processes. Offer in-person, online, and hands-on training to accommodate different learning styles. Encourage questions and feedback throughout the training process.
  5. Support System: Establish a strong support system for new employees. Encourage regular check-ins between managers and their team members to address questions and concerns. Create an open-door policy to foster open communication. Provide employees with readily accessible resources for ongoing inquiries.

By implementing these strategies, you can create an onboarding and training program that welcomes new hires and empowers them to excel within your organization. If you found this helpful, I invite you to explore my book How to Develop a Brand Strategy and insightful brand marketing articles.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you successfully train new employees? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Develop A Training …

The Importance Of Training (And Reinforcement Learning) For Effective Operations



The organization invested in some expensive technology. Everyone was initially trained, but now it seems like certain groups aren’t leveraging the system as well as they could be. Do you have a comprehensive training program?

Continual training is important because it provides employees with the knowledge needed to effectively use the systems. Proper training helps employees understand and stay current with the latest features, functionalities, and best practices of the system. This can lead to increased confidence and productivity to streamline their work. And when employees understand the system, they are more likely to use the system correctly, reducing the risk of mistakes and errors.

Different Training Options


E-learning, online class, education, training concept

Did you know that individuals typically only remember a fraction (as little as 10% after two weeks) of the information from a training session? Everyone is unique and learns differently so offering a variety of training options can make the training program more inclusive. Plus, having multiple options is great for reinforcement learning. Also, individuals may be working remotely, or the organization operates in multiple locations. Some training options you may want to consider are:

1. Instructor-led training – recurring scheduled training sessions in a classroom setting where there is an instructor allowing for direct interaction with the students. These sessions may be in person or virtual.

  • Have some type of handout for individuals to take notes on.
  • It’s critical that the content is relevant (preferably with real-world examples) so that individuals know how to apply what they’ve learned!
  • Encourage individuals to participate in discussions. Engagement promotes retention!

2. Web-based training – training sessions such as videos that are recorded so that employees can access them at their convenience. This is great for employees who work “off hours” or outside the main office. Some options are:

  • Purchase a learning management system (LMS) which not only offers the content, but also tracks progress, assessments, and reporting.
  • Create self-paced interactive courses (with minimal technical skills) using tools like Articulate leveraging PowerPoint slides.
  • Create custom training videos with tools like Camtasia.

3. Written materials – some employees may prefer to read training materials on their own. This includes user manuals, online help, quick reference cards, or cheat sheets.

4. Train the trainer or SMEs (subject matter experts) within departments who can provide more customized training, especially for new employees.

Benefits Of A Comprehensive Training Program


Ransomware, malware, virus, cybersecurity threat concept

When new employees join the organization, there are many concepts including systems, processes, and policies that they need to become familiar with. A lot of new information is coming at them and they will probably benefit from some “refresher” training for reinforced learning. Having training options that accommodate how they learn best can help them ramp up and become more productive faster.

Besides reinforcement learning, other times when employees benefit from training are when there are changes. When employees get promoted or transferred to a new department, they’ll need training to acquire the new knowledge needed to be successful in their new role. Also, most software vendors will produce a major release annually. You want to ensure employees can leverage the new updates which could be compliance or regulatory related.

Cybersecurity threats are still on the rise so make sure you have a rigorous security training program. It may include phishing awareness, social engineering awareness, and the importance of using strong unique passwords.

Create a specific training site on your intranet so the training resources are in one central location and are easily accessible to all employees. It’s an easy way to make sure everyone has access to the most current versions of the training materials.

When the organization offers a comprehensive training curriculum, it shows that investing in the employees’ personal development is important. They provide employees with the tools and resources needed to excel in their roles. Employees will appreciate these efforts, which can lead to increased employee morale and motivation.

For more information on investing in a comprehensive training program to maximize the use of your technology, follow me on LinkedIn!

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The Importance Of Training (And Reinforcement Learning) …



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Want To Find Out WHO You Are …

Personal Development For Lifelong Learning



One portion of an employee’s personal development is work-related, but there is more. When you think of an employee’s personal development do you think of the skills for them to keep current, get a promotion, or transfer to another department? Improving core skills such as analytical abilities, critical thinking, and/or decision making? Skills to take on a leadership role and manage staff? Obtaining higher credentials?

Assuming so, organizational leaders should:

1. Make sure you understand what employees do and how it aligns with the company’s goals
2. Let employees do the job you hired them to do (leveraging their strengths and interests); nobody likes to be micromanaged
3. Challenge employees with stretch goals
4. Encourage employees to learn new things and give them the tools they need to learn:

  • Read books, magazines, trade journals, newsletters, blogs
  • Watch online videos, listen to podcasts
  • Take courses (in-person, online) and attend webinars, workshops, conferences
    • Company-provided training - Microsoft Office, application-specific courses
    • Hard skills such as an SQL class, foreign language
    • Effective communication skills - writing classes or speaking training (e.g., Toastmasters)
    • Other soft skills - time management, problem solving
    • Learning platforms - LinkedIn Learning, MasterClass
  • Leadership-related training
    • Supervisor skills, management trainee program
    • Some will want to manage people, but others won’t and that’s ok
  • Professional license, certification (e.g., PMP, CISSP), college degree
    • Don’t forget to support CPE (continuing professional education) requirements
  • Groups - professional associations, networking groups, etc.
  • Other - internships, volunteer opportunities

These are great work-related considerations, but there is more. There is a saying by Confucius: “I want you to be everything that’s you, deep at the center of your being.” Do you encourage employees’ personal development (and the key word is personal) to be the best version of themself? Have you asked them what is important to them? If it’s important to them, it should be important to you too.

Developing A Growth Mindset


Personal development is lifelong learning and it’s never too late to start. Encourage employees to develop a growth mindset and continue learning while working for the company. This includes opportunities to:

1. Enhance their quality of life such as health/fitness, self-care, self-confidence

2. Self-improvement to fully develop their character, capabilities, and potential
  • Develop a reading habit
  • Personal finances, personal creativity, or other personal-related learnings
  • “Work-related” skills listed above even if they aren’t relevant to their current role
  • Some organizations (such as Amazon, Chipotle, and Starbucks) have free or practically free college programs for front-line employees, which removes financial barriers

3. Realize their dream - maybe to become an entrepreneur and start their own business

How To Create A Custom Personal Development Plan For Employees


Online learning, education concept

Has your organization recognized that they need to think differently about developing employees? They should work together with the employee to create a custom personal development plan (PDP) based on what the employee is interested in (including both work and personal aspects). Four basic steps are:

1. Perform a self-assessment

2. Establish and prioritize goals (both short and long term) breaking up the goals into manageable tasks

3. Create a step-by-step plan identifying required resources, timelines, etc.

  • Identify objectives to reach the goals as well as strategies to achieve the tasks
  • Identify any weaknesses, development needs, barriers

4. Measure progress

  • Reward and celebrate accomplishments
  • Be prepared for setbacks - adjust and course correct

As a leader, be available when employees want to talk with you as well as periodically check in with them to ensure they have a good work-life balance. Both of these could be good coaching/mentoring opportunities.

When there is a comprehensive personal development plan, the employee is more likely to be and stay excited about what’s next (and stay with the organization longer). For more information about personal development, follow me on LinkedIn!

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Personal Development For Lifelong Learning

Training For Non-Trainers: How To Train People In 5 Steps



I spent 15 years teaching English as a foreign language. I leveraged my teaching skills to get my first job in the contact center industry as a training and quality manager.

Our leaders were very talented but had no idea how to train people.

Subject matter experts in IT companies had the same problem. They were the experts but had no idea how to teach.

Leaders train and develop their teams. The team delivers better results. Parents teach and bring up their children. Hopefully, they lead more fulfilling lives.

Teaching is a key leadership skill. It can be taught.

Teaching ranges from a five-minute session on how to do something to delivering a doctoral-level course.

The shortest lesson and the longest course have certain things in common.

Aims


Woman talks to a coworker in the office

Any unit of instruction needs a clear and precise aim.

Aims are best defined using “can-do” statements. They say: “By the end of this lesson/course, a participant can...”

You will have to ask yourself “What does 'can do X' mean?”

Your aim may be more complex than you thought. Instead of one lesson, you may need a course with multiple lessons and multiple aims.

Assumed/Required Knowledge


Woman attends a virtual work training

There’s nothing worse than teaching people what they know already. However, your training session will collapse if your trainees do not know the minimum required to understand your content.

Define what they need to know before they start. Ask yourself if your trainees have this knowledge.

Look at your aims and ask yourself what they need to know. If you are teaching someone to create and use formulae in spreadsheets, your trainees will need to know basic arithmetic.

If you are training people to play their part in a process, they will need to know something about the whole process. They will understand the importance of what they are doing and why they have to do it in a certain way. Without this, they have no reason to try and do it properly.

Structure


Man runs a training session at work

​A good training session needs “inputs” and “outputs.” A typical “death by PowerPoint” session is all inputs and no outputs. At most, trainees will remember five percent of it.

As a bare minimum, a training session should include the following:

  • A "Lead In”: The simplest is to tell participants what the session is about. You can also ask them what they already know about the topic, and what they want to learn. This way, you find out their expectations.
  • Input: An input session should be no longer than 20 minutes. That is the average human concentration span. For teenagers, even that can be a stretch. Active learning is better than passive learning. Consider using exercises where participants match rules to examples. When going through the answers, you explain the key concepts.
  • Output: This is the part most “trainers” forget! “Output" is an exercise or a test to see how much trainees have understood. Output activities may involve simulation exercises, role plays, or practical exercises. Trainees get the chance to “play” with their newfound knowledge in a realistic scenario. “Playing” is often very important to help trainees understand how to use what they have learned.

Delivery/Interaction With Trainees


Coworkers talk during a work training session

Successful training is never one way. You adapt to the trainees. You need to watch how your trainees react to the content.

My philosophy is if my trainees don’t understand anything, it’s not their fault; it’s my fault. If they don’t understand, I haven’t done my job properly. This is an important mindset.

Frequent changes of activity are recommended to keep your trainees’ attention. Pair and group activities are also recommended. Trainees engage more actively with the content if they are working with another person than they do in a question-and-answer session with the trainer.

Trainees need frequent opportunities to ask questions. Trainees may not want to ask questions in front of the class, so you can stimulate questions by asking a few of your own. This is where concept-checking questions come in handy. They can often be “What happens if…?” or “Why do we …?" questions.

Evaluating Learning


Employees play a game at work after a training session

Without evaluation, we do not know how successful our training is.

Many training courses limit their evaluation to a feedback form where trainees express their satisfaction. That does not tell us how well they understand and can use their newfound knowledge.

Where a training session contains an output activity, the simplest form of assessment is to see how well they complete the activity.

Other evaluations can include tests and quizzes. These can be gamified to make them entertaining rather than intimidating.

Looking beyond the end of the course, you can also ask trainees’ managers how much trainees have improved their performance based on the training they have received.

Next Steps


Man on laptop plans his next training session

When you deliver your next training session or “knowledge transfer,” think about:

  • What must your trainees be able to do?
  • What do they need to know before they start? How do you know they have this knowledge?
  • How are you going to deliver your content?
  • How will you check your trainees’ understanding?

Once you’ve thought about these questions and delivered your training, get in touch with me and tell me how it went!

Further reading...

For more knowledge transfer techniques read:

Test-Teach-Test: A Quick And Effective Way To Plan Training

How To Conduct IT Training The Army Way

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Training For Non-Trainers: How To Train People …

Understanding — The Trainer’s “Holy Grail”



How do you know if you understand something?

I am a non-technical person working in an IT company. My colleagues will often tell me something technical. Sometimes I understand what they are saying. Sometimes I have no idea what they are talking about. Sometimes I think I understand what they are telling me when they are telling me, but then later I realize that I don’t understand it at all.

Understanding is complex. As communicators and trainers, we need to think about how understanding works to communicate and train effectively.

We are all communicators and trainers at one time or another.

What Is Understanding?


Employees take notes during a work training

A quick Google search of “understanding” does not provide a clear answer.

Researchgate, quoting “Newton, 2000,” says, “Understanding implies being able to think, act and apply the knowledge in different ways in various situations.”

Robert Ryshke, writing in “gse.harvard.edu,” states, “Understanding a topic of study is a matter of being able to perform in a variety of thought-demanding ways with the topic.”

Artseducator.org says something very similar: “Understanding is a matter of being able to do a variety of thought-provoking things with a topic.”

Let’s Ask Again: How Do You Know If You Understand Something?


Decoding/understanding concept

If someone explains something to you and then asks you if you understand it, you will probably reply based on how you feel.

As a trainer, you may well look at your trainees’ faces to see if they understand the material. When they don’t understand, they may look uncertain or give you the “What are you talking about?” look. (My two-year-old niece is very good at that!)

The feeling that you understand is sometimes deceptive. This is why educators use “output activities” or tests to see if trainees really understand.

How Can We Test Understanding?


understand your customer concept

The worst thing you can do is ask: “Do you understand?” It puts the burden of understanding on the trainee. If he doesn’t understand, it’s the trainer’s fault. She needs to explain the content in a different way.

When learning in groups, trainees may not say they do not understand for fear of looking stupid in front of their colleagues.

There are a number of options you can build into your training plan. These options are based on Wiggins and McTighe’s “6 Facets of Understanding”:

  1. Ability to explain the content: This has to be more than just repeating the material verbatim. Let’s imagine you are teaching sales agents a new sales script. If your trainees create a mind map to explain the material they received in a PowerPoint presentation, they are reformatting the information and engaging with it at a deeper level than they would by repeating it.
  2. Interpreting the content: To see how well your agents might understand the sales script, ask them to explain it to their colleagues as if the other person was five years old, their grandmother, or to an alien from another planet. Their challenge is to explain it to someone who does not have the same contextual knowledge that they do.
  3. Applying the content: When teaching your sales team the new script, this will include getting them to role play it. One trainee will be the salesperson and the other the customer. Role plays can include “what would you do if…?” scenarios to practice dealing with different types of customers and handling different objections.
  4. Having a perspective based on the content: You can build this into the role plays by asking the “customer” to play a specific kind of customer and behave as this kind of person might behave. In a business-to-consumer scenario, this might involve playing roles representing different demographics. In a business-to-business context, this might mean playing the roles of customers in different verticals who have different requirements and different ways of behaving. Builders have different needs and behave in different ways from bankers.
  5. Empathize: When adopting roles in the role-play training, ask trainees to imagine how customers might feel and put those emotions into the training. This could include angry and aggressive customers. This gives trainees playing the salesperson’s role the chance to test their skills in handling an angry customer, while it gives the trainee playing the “angry customer” the chance to imagine how the angry customer is feeling, and adjust how she handles him accordingly.
  6. Have self-knowledge: Some trainees may find this uncomfortable since trainees need to examine their own reactions and feelings towards the content. For salespeople, particularly after they have role-played a demanding conversation, this may help them to understand and manage their own emotional responses when facing, for example, angry customers.

The Ball’s In Your Court!


Woman trains her colleagues at work

Are you planning some training? How do you know that you understand the content well enough to train it? What questions are you afraid people will ask? How do you plan to test your trainees’ understanding?

I’d love to hear more about it! Drop me a line!

Further reading...

The following article may be both relevant and useful: Explaining How Things Work: How To Do It And Why It Matters

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Understanding — The Trainer’s “Holy Grail”

How To Conduct IT Training The Army Way



As a young man, I experienced military training. Twenty years later, I started my career as an IT trainer and came across “EDIP,” a methodology used by the British Army for weapons training.

“EDIP” is an acronym for “explain, demonstrate, imitate, and practice.”

I reasoned that a machine gun is a piece of technology, and so is a computer program. Why not use the same approach to train people to use software?

Here are the steps:

Explain


Manager explains something to his employees

The first stage is to explain what the software is for, what outputs it produces, and, at a high level, how it works.

The rule is “hands off keyboards and mice.” Everyone’s attention should be focused on the trainer.

They will know what they are going to learn, what it means for them, and how they can tell that the system is working correctly.

Demonstrate


Man demonstrates a new technology for his coworker

You will demonstrate the main workflow step by step on your presentation computer.

The rule is still “hands off keyboards and mice."

Your audience should concentrate on the workflow and not be distracted by trying to follow it on their computers or take notes.

Depending on the complexity and the number of variations, you may need to go through the workflow multiple times.

Let your trainees ask as many questions as they would like. This helps them to feel more comfortable with the content.

If possible, give each trainee a quick reference guide with the list of the steps so they don’t have to take notes.

Imitate


Employees attend an IT training session

You will go through the workflow again, step by step.

As you complete each step, your trainees will complete the same step on their computers and imitate your every move.

Help them if they have problems. Do not move on to the next step until everyone has finished the previous step.

Make sure that the steps are clear and easy to understand. Make sure your steps are the same as those in the quick reference guide or documentation.

Give your trainees the chance to ask questions or ask for clarification.

Produce


Man attends a remote IT training class

Ask your trainees to go through the workflow three or four times at their own pace and produce the required outputs. Give them initial parameters (e.g., date ranges, user names, etc.) so they produce workflows you can check easily by looking at the parameters on the screen.

If possible, look at your trainees’ screens and check that what you see on the screen is what you expect to see on the screen.

If you’re training remotely, ask them to tell you what is in various fields so that you can see if they contain the expected values. If there are any issues, ask the person to share their screen. This will help you to solve problems that they may have and demonstrate that you are working closely with them, even if it is remote. That will give them confidence.

This part of the training session will seem rather chaotic. As long as your trainees are learning and completing the tasks, then your training session will be successful.

If you have “mixed ability classes,” where some people are better at using the system than others, then put your trainees into groups. Build each group around one of the “stars.”

They can help the slower trainees when they get stuck. This will reduce your workload as a trainer and help you deliver the assistance they need, even in a remote situation.

Summing Up


Technology training concept

​I have used this many times in both remote and face-to-face situations, including training 25 contact center supervisors with an interpreter. It always worked!

If you do try it out, contact me and let me know how you got on!

Further reading...

Here is my article about explaining how things work (this might be useful for planning your “input” session): Explaining How Things Work: How To Do It And Why It Matters

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How To Conduct IT Training The Army …

Test-Teach-Test: A Quick And Effective Way To Plan Training



Introducing new technology is part of a change management process. Change management coordinates technical implementation with awareness raising and training activities to prepare people to use the technology effectively.

Large companies can afford to run full-blown change management projects.

Smaller and medium-sized companies do not have these resources.

They buy the technology and let managers train their staff to use it.

Now you’re the manager. Someone has sat down and shown you the basic workflow. You have to get your team trained by lunchtime. How do you plan it? How do you make sure that your staff are engaged and that the training is successful?

Inputs And Outputs


Woman trains employees a new technology

A good training session requires “inputs” and "outputs.”

“Inputs” are where knowledge is passed from the trainer to the trainee.

“Outputs” are where trainees demonstrate that they have absorbed, understood, and can use this knowledge.

The “outputs” are often more important than the “inputs” because a good training plan is designed to prepare trainees to successfully complete the “outputs,” while the “outputs” demonstrate that trainees have achieved their learning objectives.

Some people might call these “outputs” “tests.”

A good trainer sees this as a test, but not of the trainee, but of him/herself. If trainees fail to complete the “output” activity successfully, then is it the trainees’ or the trainer’s fault?

Why “Test, Teach, Test”?


Manager teaches her employee a new technology

​The “teach” is the “input” while the “test” is the “output.”

The first “test” is where we run the “output” or test before we have trained the trainees.

It might seem like a strange idea, but there are two good reasons for doing this:

  1. To get trainees’ attention. Your trainees may think they know everything because it is a refresher course or because they are very confident teenagers. Give them the completion test first and let them fail. That will show them that they have something to learn.
  2. You may not know your trainees’ level of knowledge. This often happens in business. Training is often hastily organized. Some trainees may need to learn everything from the beginning, while others only need to brush up on their knowledge.

How Should We “Test” Our Trainees?


Man trains his employees a new technology

​This depends on the content, and how much time you have to plan and conduct your training.

If you are training staff to follow a workflow, then the obvious test is to have them follow this workflow on their own computers, or describe it in some way, or answer questions on it.

If you are training staff to follow new rules, then you can present them with cases and get them to explain how the rules apply, or have them answer questions on the rules.

Where we are talking about a “refresher” training session, then the work sample, description exercise or test questions will reflect the new version of knowledge. The test could include a request to describe the main differences between the old version of the workflow/rules and the new one, to ensure that they understand the difference.

How Would I Plan This In Real Life?


Woman leads a training at work

Let’s say that there has been a change to a workflow your team uses on an IT system. The cutover to the new system is next Wednesday.

Your training objective is to train them to follow the updated workflow. Follow the steps below:

  1. Master the workflow yourself and find out both the main route and the likely “diversions.” (e.g., What happens if a customer forgets his membership number?)
  2. Decide how you are going to test how they follow the new workflow. (e.g., They log into the training environment and follow the workflow by role-playing with a colleague.)
  3. Decide how you are going to train them to follow the workflow. (e.g., You will do a step-by-step demo backed up with a step-by-step written description. This “input” session should take no longer than 20 minutes.)
  4. Book the room, test the computers, and conduct the training. Deliver the “test” first, telling them you want to see how much they already know, then “teach” the content, then deliver the “test” again and see how the results have changed.

Over To You!


Professionals attend a business training at work

No doubt you will be providing a “knowledge transfer,” training a new team member, or giving your staff a “refresher” on some new rule or technology “upgrade.” Try using this method to plan your training! Let me know how you get on!

Further reading...

If you’re training your staff to use a computer system, then you might find this article interesting: Explaining How Things Work: How To Do It And Why It Matters

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How Do You Continually Improve Efficient Use Of Your Technology? Training!



Technology is one of the largest budget items for an organization, but does it seem like employees aren’t using the systems as efficiently as they could be? I’ve found that the first step is to make sure you’re offering training to all of the employees—more than just handing them a user manual.

Your organization just purchased a brand-new system and wants to make sure they maximize the use of it. One key is to make sure everyone is trained so they understand how to use the system. Training is typically focused on when the new system is first implemented. Many organizations will have the vendor come onsite to train. Employees sign up to attend scheduled training sessions, or it may be a train-the-trainer scenario wherein designated trainers (department super users) train the rest of the organization. This gets your system implementation off on the right foot.

It would be considerably better if the organization offers continual training. This means providing formal training activities for new employees joining the organization months later, major system upgrades released annually, and when individuals simply want “refresher” training. Did you know that individuals typically only remember a fraction of the information from a training session?

Training Options


The second step is to have a variety of training options. It’s important to understand that individuals learn differently (different methods and different speeds) as well as there may be various logistics to consider. For example:

  • Some individuals will prefer instructor-led classes (either in-person or virtual) while others are audiovisual and like videos.
    • Some individuals like to read materials on their own. There are even third-party vendors who provide specific training materials such as quick reference cards and videos for products such as Microsoft Office 365 as well as Acrobat and Windows.
    • You can create custom self-paced courses using tools like Articulate leveraging PowerPoint slides.
    • Post training materials on the intranet so all employees can access the information.
  • If there is a large number of individuals to be trained and/or everyone can’t be gone at the same time, you may need to offer multiple sessions for a specific training course.
  • If the organization has multiple locations, it may not be economical if individuals have to travel to attend in-person training sessions, so it may be more cost effective if the trainers travel or offer virtual training sessions.
  • Not all individuals work Monday-Friday 9-5 pm, and may instead work four 10-hour days or “off-hours” (e.g. second/third shift, weekends) so it’s important to offer training to accommodate these schedules.

Learning Retention


Even with the above differences, there are specific concepts that will help individuals retain what they’ve learned during training. This includes:

  1. Make sure the content is relevant (preferably with real-world examples), so individuals know how to apply what they’ve learned.
    • If the topic is creating a new customer in the ERP, walk through the actual steps including required and valid values, and have an exercise wherein they actually practice setting up a new customer.
    • When teaching individuals about Excel and features such as Pivot Tables, provide examples showing when/why/how to use a Pivot Table to analyze and categorize large amounts of data.
    • If doing “train-the-trainer,” consider having the students do some role-playing.
  2. Provide some type of handout (student training guide) for individuals to take notes on.
  3. If it’s a “live” training session (either in-person or virtual), encourage individuals to participate in discussions. Engagement promotes retention.
  4. Provide students with the opportunity to practice what they’ve learned with exercises, quiz questions, etc.
  5. Create “cheat sheets” for common things like application-specific keyboard shortcuts/hotkeys, when there is a long list of valid value codes, etc.

A comprehensive and up-to-date training curriculum is an investment. Organizations that make this investment are demonstrating that employee development is important! Employees will appreciate the efforts to grow and make them more knowledgeable.

For more information on offering training to maximize the use of your technology, follow me on LinkedIn!

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