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CORPORATE

TRAINING THAT !

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“Companies spend more than US$ 300 billion annually for training and less than 10 percent of what people are taught sticks.”

- VitalSmarts

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That’s US$ 270 billion in the toilet!

Wasted!

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With US$ 270 billion, you could buy each person in Japan a Gibson Les Paul guitar

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SO WHAT’S WRONG?

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“It’s not enough that people a"end a training program and learn new skills. What really ma"ers is that they apply the skills on the job. Then performance will improve and the business benefit.”

– Robinson & Robinson

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BUT…

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“Learning transfer is the weakest link in most training programs.”

– Calhoun Wick

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The finish line for learning is not at the end of the program. It’s much later.

On the job, a#er learning transfer.

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A#er a training program, the real question is:

What will you do differently on

Monday?

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NO SERIOUSLY…

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The business cares about on-the-job behaviors and results.

If nothing changes a#er a workshop, it’s just a waste of money.

@coachbay Before A#er

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“Training can go wrong in all kinds of ways. But the most important failures occur outside the classroom.”

- McKinsey

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SO WHAT CAN YOU DO?

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MAKE YOUR TRAINING

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A 3-day program is not a 3-day event, it’s more like a 3-month process…

THE

ROCK PROCESS  

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“To improve results from training programs, executives must focus on what happens in the workplace before and a#er employees go to class.”

- McKinsey

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BEFORE

1-3 Weeks 1-3 Days 9-12 Weeks

THE ROCK PROCESS  

DURING AFTER

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THE PROCESS  

BEFORE THE EVENT

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Invitation The participant is invited to the training program and the goals are clearly explained. They know why they are going!

BEFORE THE EVENT

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Meet the Manager The participant has a meeting with his manager to agree on the learning objectives for the training.

BEFORE THE EVENT

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Pre-work The participant is given readings and assignments, which have to be completed before the program.

BEFORE THE EVENT

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BEFORE THE EVENT

Pre-work Meet the Manager

Invitation

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Great managers recognize that ge"ing be"er at anything requires practice and that when trying anything new, people need support and coaching.

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DURING THE EVENT

THE PROCESS  

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Show The training will show the participants what they have to do, why they have to do it, and how to do it.

DURING THE EVENT

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Practice The participants will practice the new skills, get feedback and reflect on learnings.

DURING THE EVENT

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Action Plan The participants will decide and document what they will do differently at work.

DURING THE EVENT

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DURING THE EVENT

Action Plan Practice Show

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“The way in which learning is delivered should reflect and facilitate the way in which it will be used!”

– Calhoun Wick

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AFTER THE EVENT

THE PROCESS  

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Meet the Manager The participant has a meeting to share the action plan. Manager to coach and provide feedback. Regular meetings to review progress.

AFTER THE EVENT

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Practice The participant will practice the new skills, and get feedback from the manager, peers and subordinates.

AFTER THE EVENT

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Assess At the end of the on-the-job period, the participant should be assessed to determine the level of transfer.

AFTER THE EVENT

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AFTER THE EVENT

Assess Practice Meet the Manager

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“Old habits die hard, a#er all, so reinforcing and supporting new kinds of behavior a#er they are learned is crucial.”

- McKinsey

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THE ROCK PROCESS  Real Results, Real ROI

Before A#er

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BEFORE

1-3 Weeks 1-3 Days 9-12 Weeks

THE ROCK PROCESS  

DURING AFTER

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MAKE YOUR TRAINING

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ONE MORE THING…

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“Training is expensive to design and deliver; it should be the last, not the first, intervention that managers should consider to improve employee performance.”

– Calhoun Wick

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CORPORATE

TRAINING THAT !

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Inspired by years of experience and…

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Thank You!

Like It? Share It!

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