|
 I
don't believe a successful training program can be created without
the close co-operation of those concerned. Because training is about
skills acquisition there needs to be a place on the course for the
meaningful practice of those skills and feedback coming from within
the system (participants) and from outside the system (trainer and
camera). One of the trade marks of an LKB training program is the
safe space that is created for participants to experiment with new
techniques in. My responsibility is to build a process that mirrors
the skills that participants are aiming to achieve. In order to
give depth and value to the training investment , it is essential
to build some form of measurement into the project.
Case Study 1: Sanofi Pasteur - 8 site training
managers
Objective : Manage the training needs interviews with internal
clients in a way that is helpful to the client and respectful of
the role of the training manager.
Process:
- Identify the issues with 2 participant project leaders. Collect
data for simulated situations on the course
- Send out a short questionnaire to all participants asking them
to each identify their personal challenges and strengths
- Check the program with the 2 project leaders
- Run a 2 day made to measure training course off site. Participants
set up personal improvement objectives and buddy support
- Measure the impact of the investment 4 months later
Result:
I feel as if I have new confidence in myself to deal with some
of the tough characters that I meet in my job”.
I understand better how I can use my body and voice to help me when
I am interviewing challenging people”.
Case Study 2: Unilog LogicaCMG - 6 General Managers
This was a pilot program that the general managers tested on themselves
to see its applicability to their teams. The whole program was spread
over 5 months
Objective: Develop the skills of a coach and learn
to balance those with those of the manager
Process:
- Face to face interviews with all 6 managers
- One day training course off site to explore the differences
between managing and coaching. Discover and practice some basic
coaching techniques.
- Half day training course one month later to continue practising
coaching techniques and obtain feedback from on-the-job application
of the techniques. Share information gathered in a self made 360°
tool.
- Two private coaching sessions for each participant spread over
two months
- Half day training course using Team Management profiling tool
to decode team behaviours and how best to work with each style.
Result:
Yes, it would be valuable for those we manage to benefit from
this varied and in depth training program.”
|
