Was sind die häufigsten Missverständnisse über das Trainingsmanagement?

In my opinion, it depends on what the medium of the training is. If it is experiential mode, we follow Kolb learning model where learning through action, exploration & experience may not need more than one program. The retention is excellent. On the other learning through class room, podcasts etc may need more than one program for better actionable learning.

We don't learn from experience (for example, attending a training), we learn from reflecting on our experience. For growth to occur, the participant in the training must ask themselves: What new knowledge or tools did I gain, and how can I use them to change my leadership style?' Growth is achieved when learners actually change their behaviour based on what they've learned. To succeed, learners must experiment with new leadership approaches, gather feedback from others to gauge the impact, and keep refining their behaviour until it becomes a natural habit. Learning is this journey, that continues beyond the training, and which generally requires support from a small group of caring mentors, coaches and peers.

Floor managers often think that if an employee is not performing, then s/he needs training. They fail to understand that there may be some other factors affecting the employee’s performance viz. Lack of equipment, unsatisfactory environment etc. Before raising a training request, the managers should have an open and candid dialogue with the employee and try to find out the exact reason or the gap.

Training will fail without reinforcement. For reinforcements to work it is essential that you get buy in from the stakeholders and train them on how to reinforce training. This should be done before training begins so you are equipping trainees for success- hence a vision or at the least an outcome must be decided and agreed upon. The ownership of success does not lie with just the training departments. Training can be compared to a translator - information is passed, skills and behaviours explained, demonstrated. Buy-in from every department and setting expectations with each department is essential for the success of any training. Unless reinforcements are in place, training is destined to fail.

Training is a continuous process where you have to dedicate your time and energy and also make sure that you are accessing your performance regularly.

Too often, Managers find themselves in training sessions they have not chosen or that are disconnected from their Learning goals or aspirations. For training to be effective, we must align the person's personal and professional goals to the content of the training. When people feel training contributes to achieving their personal goals, their #motivation and #engagement soars, and the benefits of the training are amplified.

Imagine training as the recipe, and learning as the delicious meal. The misconception that training is the same as learning is akin to thinking that having the recipe is enough to savor the feast. In reality, you need to carefully cook, season, and taste-test to create a memorable dish. Similarly, training provides the ingredients, but it's the process of learning, experimenting, and applying knowledge that truly counts. To be a prosocial leader, remember that the best leaders view their journey in leadership development as an ongoing culinary adventure, not a one-time cooking class. Leadership isn't just about recipes – it's about mastering the art of culinary innovation.

One of the primary differences lies in the fact that learning does not necessarily require training.... but all training must end in participant learning. In a way as a coach and trainer I feel more responsible to the learning process because of this perspective of mine.

I compare this to the difference between knowledge and wisdom. Knowledge is knowing something but having no real world experience with it. Wisdom is the ability to apply your knowledge in real world scenarios because you have experience, and a desire to get even more.

Training and learning are related concepts, but they are not the same. Training often has a specific purpose or goal in mind. It is typically structured and designed to impart specific skills or knowledge to achieve a predetermined outcome. The focus in training is on delivering information and ensuring that learners acquire skills/knowledge within a specified time frame. Learning, is a broader and more encompassing process. It involves the acquisition of knowledge, skills, attitudes, and understanding through various means, not limited to formal training programs. Learning can occur through experiences, self-study, observation, trial and error. It's an ongoing process that continues throughout life, beyond formal training.

Training is a very small part of manager development. Surprisingly, research tells us that training accounts for only about 10% of the learning process. The bulk of Leadership Development happens when managers are given opportunities to push themselves through challenging experiences and assignments (70%) and receive guidance, feedback and insights from coaches and mentors on the daily tasks and work they perform (20%). To successfully develop leaders, we must design meaningful experiences that allow them to move away from their comfort zone and into a space where they are continually challenged to experiment and try new approaches to leadership. (Source: see Michael Lombardo and Robert Eichinger 70-20-10 rule)

All too often, leaders ask me to provide training/more training without doing the pre-work to figure out if training is the answer. In most cases, having the skill to do something isn't the issue. Properly motivating staff, and creating an environment that enhances staff's desire and ability to improve is also pretty important. #ileadwithlove

As learning professionals, we're frequently presented with 'training requests,' but the true challenge often lies in problem-solving. In my experience, our role goes beyond being order takers; we must transform into solution architects. How? Start by posing open-ended questions and consistently engage the right stakeholders to gain a comprehensive understanding of the problem. This process often reveals that the solution isn't as straightforward as merely providing training.

While training can address some aspects of performance or skill gaps in some situations, however, it is not always the solution to every issue. In my view this concept can be better understood through Maslow's Hammer principle, which states, "If all you have is a hammer, everything looks like a nail." To effectively address performance or skill gaps, organisations should consider a holistic approach that goes beyond training alone. This may involve diagnosing the root causes of the issue, addressing motivational factors, removing environmental constraints, & providing individualised support when needed to address performance or skill gap issues.

I agree with Alice. When developing managers , the most valuable development experiences according to Korn Ferry research are (in decreasing order): 1. Rotational or Stretch assignments 2. Action learning 3. Mentoring, relationships 4. 360° assessments 5. Exposure to more senior leaders 6. Formal classroom training.

CFO asks CEO: “What happens if we invest in developing our people and then they leave us?” CEO: “What happens if we don’t, and they stay?”

I've been there and heard it all in my journey as an L&D pro in all sorts of business & corporate environments. While training and development may require an initial investment of time and resources, the long-term benefits far outweigh the costs. Workforce indicators like improved performance, employee retention, adaptability, talent attraction, and risk management are just a few reasons why training is essential for progressive organisations. It is an investment that contributes to the overall success and growth of the business.

In my experience, the better trained people are, the better they are on game day, and part of that experience is playing the game. Train what is needed, then go execute. Learn from your mistakes and go train some more, but this time with first hand knowledge about how you play and what it takes to win.

Training is an investment that pays off. It can be expensive and time-consuming, but there are many ways to reduce costs and make it more accessible, such as using technology, microlearning, cross-training, and on-the-job training. 1. Starbucks cross-trains its employees on multiple jobs. This makes employees more versatile and valuable to the organization, and it also reduces the need for specialized training. 2. Walmart uses virtual reality training to train its employees on new procedures and equipment. This type of training is less expensive and more effective than traditional instructor-led training.

Consider your training program as a 'Leadership Savings Account' for your organization. Just as you deposit money into a savings account to grow your wealth over time, investing in training may initially require resources. However, this investment is akin to depositing knowledge and skills into your 'account of leadership.' Just as the best financial investors continuously monitor and manage their savings, the most effective leaders understand that leadership development is an ongoing process. Instead of viewing it as a one-time expense, treat it as an enduring investment.

Training is different for each role and occupation. If you were to train a future pilot, it would be a solo event requiring a very intimate relationship for training to deliver value. Training fire crews or cargo handlers will be a crowded event, not requiring any close relationship between the trainer and the trainee. there are no textbook solutions for each kind of training. How you train an orthopaedic surgeon is not the way you train a football player. One size fits all approach must be shunned industry specifics requirements must be considered before planning the training

Training needs analysis is a crux... This is an art to do.. Merely focus on capital resources where raw person is tranformed to a professional where he / she tangibly delivers. Who is doing TNA and who is leading the subject is imperative.. One Cap is not suitable for all heads. Realising the challenges personnel looking after this subject know all inns and outs. HR / HC system is truly modified in accordance with the domain.

"If you've a hammer, you tend to see nails everywhere!" This statement pretty much sums up a training-mindset! Without the learner-at-the-centre approach any training can fail, fail miserably! Learner engagement can only be thought of (yet not guaranteed!) if training activities are appealing to the audience- depending on their work & personal goals, learning styles, relevance and time. Different styles for the same folks depending on what to train makes a compelling case that every training has to be customized for the audience and even within the audience, personalized connect of a learner with the trainer and learning materials/ tools are must elements one needs to be careful about.

The notion of training as a one-size-fits-all approach oversimplifies the diverse needs of learners. Individuals possess unique learning styles, paces, and preferences. Tailoring education to accommodate various intelligences and backgrounds fosters more effective and inclusive learning environments. Recognizing and adapting to this diversity ensures that education is not merely standardized but serves as a dynamic tool to empower every learner on their distinct educational journey.

Real learning happens outside of the training room. It happens when new knowledge and skills are transferred to leaders and they are able to apply it in their every day lives. For example: I may teach you how to have healthy conflict and even role play with you in a session, but the ability to actually apply that happens in the real world. We learn through experience and that is something that should be embraced. That is why organizations must create a learning culture where learning, support, positive reinforcement and coaching are part of the developmental landscape. Development builds confidence and resiliency.

Training is a space and a practise. Therefore, everyone in that space, the trainers,participants, sponsors are all part of the collaborative process of training. Again it does mean a workshop alone... making the learning stick, working on reflection, feedback and actually measuring it to Organizational performance all come under the broad umbrella of training and a lot of people are involved... Like it takes a village to raise a child, it takes the whole organization to raise their learning

The most powerful training happens when there is an opportunity to hear other voices and perspectives and exchange feedback. Integrating diversity into training is an important element in order to seek different viewpoints and enrich the training experience. For example, If you are conducting a training on customer experience, it helps to hear the perspective and feedback from employees with a disability, parents, individuals from under-represented groups and others to enrich the training with their perspective and lived experience.

Dispel the belief that training is an isolated endeavor. Encourage collaborative learning through group activities, knowledge sharing, and mentorship. Foster a supportive community where employees learn from each other.

Over and over, learning continues to proof there are 3 main interactions where learning happens: learner to learner, learner to teacher and learner to material. A training that is entirely self lead might be under the risk of not being engaging and therefore does not motivate the learner to continue aspiring for more knowledge. Another case is when there’s only learner to teacher and the one way interaction exhausts the learner. Lastly, a learner to learner might not allow to correct, clarify and explain important learning concepts. Although individual learning is important, it must be complemented with other activities to reinforce overall learning goals.

Organization’s should treat their workforce development similar to sports teams. Compare your organization’s training process to a sports training process. Consider the following: • Sports teams do spend some time in a classroom-like environment discussing concepts, strategies, and tactics but most of their training is hands on and happens in the performance environment. • Coaching is an essential element of the training process. Coaches work both at the individual and team level and have specialized coaches for different aspects of the sport. • Feedback and behavior reinforcement are continuous and in real-time helping players identify their weaknesses and areas of improvement on the spot. There are many other takeaways as well.

Another misconception is that training equals knowledge. Watching a video and answering a quiz doesn't mean the learning has been absorbed. It's important to get employee's feedback on the type of training to measure its effectiveness. Training can't just be a compliance tool and has to evolve to accommodate people's need, learning preferences and input.

I have often found in my practice and thought-leadership exchanges that all training and L&D activities are cut from the same cloth when it comes to training impact measurement. Truth can't be far from it. While sales training with product knowledge can be measured well for commercial impact, a training on Situational Leadership must be evaluated for communication patterns' improvement, coaching conversation metrics, talent retention & development etc. I have always believed that involving the line-leaders and sponsors are great ways to establish training's impact and department's credibility.

Recently, I invited a cohort of leadership programme graduates to share their learning journeys with whole of the organisation including, senior leadership, managers, L&D, procurement, finance and the service users. The graduates described their experience as amazing and felt the real purpose and clarity behind the need for developing the training intervention. Eveyone in the audience felt as part of the learning cycle like never before and importantly how their contributions/collaboration will bring the desired outcomes for the organisation.

When I conduct management training, I prioritize the fundamental principles of supervision and leadership skills. I believe that amidst the overwhelming operational tasks and heavy workloads, leaders sometimes overlook that a significant 50% of their responsibilities lies in supervision. While sharing familiar concepts, I reframe them in a way that highlights the crucial need for consistently dedicating time to these foundational principles. My aim is to help them recognize that investing in these core elements significantly enhances both individual and team productivity.