Comment motivez-vous vos employés à participer à la formation et à appliquer ce qu’ils apprennent?

So true! Last year, I stood up a 40-hour course for frontline supervisors in my organization. I started by polling all the supervisors, asking them to rate a list of topics according to what they wanted most to learn. They also added their own suggestions. I used the results to put together an outline, and pitched it to the boss. He insisted on adding several topics that no one had indicated an interest in. I added them in and taught the course, but during those blocks, student engagement was way down. When the course was done and I tallied up the critiques, sure enough, topics they had asked for were rated very high, but those additions were rated very low. It so clearly showed the value in giving students what they know they want!

La question qui est posée est : "Comment motivez-vous vos employés à participer à la formation et à appliquer ce qu’ils apprennent?". Il faut donc en premier lieu que le donneur d'ordre (Responsable RH) ait une bonne connaissance des aspirations des salariés de l'entreprise. Comment leur donner envie de suivre une formation s'ils n'en voient pas l'utilité? Les besoins de formation doivent donc tenir compte à la fois des besoins de l'entreprise et des aspirations des salariés. Rien n'est pire pour un formateur que des participants qui ne viennent à la formation parce qu'ils y sont obligés !

I use numerous engagement and buy-in tactics to get staff to train and implement what they learn. I first demonstrate the training programmes worth and relevance by comparing them to career development and organisational goals. I emphasise that learning new skills and information can boost job satisfaction, career advancement and performance. I also elicit employee feedback to determine learning requirements and preferences during the training needs assessment process. Empowering employees to participate in training planning and design increases their ownership and involvement in the learning experience, motivating them to actively participate and implement what they learn.

Strategic alignment of training programmes with organisational goals motivates employees to actively participate in training and apply information. Show how the training helps you improve and advance your profession. Show how new abilities are used in daily work to demonstrate their relevance to their roles. Increase engagement with interactive and hands-on learning. Create a positive learning culture that encourages employees for participating and using new abilities. Regularly emphasise how continual growth enhances personal and organisational success. Employees are more driven to acquire and apply skills when given a feeling of purpose and shown the visible results of training.

Avant de construire le programme de formation, on commencera par chercher à connaître les résultats attendus: "à l'issue de la formation, les participants seront capables de..." En fonction de cette finalité, on construira les objectifs de la formation. Enfin on concevra le parcours pédagogique, puis les supports pédagogiques. Au fur et à mesure de l'avancement de la formation, on questionnera les objectifs et les supports, pour vérifier leur adéquation et leur cohérence avec l'attitude des participants.

Regularmente se considera que la persona está capacitada porque cumple con sus labores o descripción del puesto. Es es sumamente importante definir o redefinir el plan estratégico de la empresa. Antes de hacer el plan anual de capacitación o tener el DNC es necesario revisarlo y asociarlo con la visión, misión y valores de la empresa. En la experiencia que he desarrollado trabajando con las empresas e instituciones u organismos lo que refuerzo primero es; ¿está alineado con lo anterior? Vamos a replantearlo con la política de calidad y en algunas empresas con el código de conducta y el reglamento de trabajo. La capacitación es para mejorar sistemas, las hard skills etc. Y la formación es para desarrollo del individuo. Formación primero

It takes multiple approaches to get employees to train and apply what they learn. First, integrate training goals with individual and organisational goals and emphasise the training's relevance and advantages to jobs and career growth. Incentives like awards, recognition or professional progression for training completion can also motivate. Supporting a learning culture where employees can experiment, apply new abilities and receive constructive feedback can also boost engagement and learning. Mentorship programmes and job rotations promote the relevance of training and encourage employees to actively participate and use their new skills in their daily work.

Les outils distanciels connaissent un très fort développement dans le monde de la formation: - ça coûte en principe moins cher à déployer - c'est plus flexible La satisfaction des participants à une formation dépend beaucoup de la qualité d'animation. Pour une formation à distance comme pour une formation présentielle, la variété des outils utilisés, la connexion que le formateur parvient à créer - seront déterminants. J'ai le souvenir d'une formation en ligne que j'avais suivie sur les règles anti-corruption. J'avais détesté cette formation par son côté rigide, dépersonnalisé, contraignant et loin de mes préoccupations. Si on m'avait demandé mon avis, j'aurais travaillé sur une solution beaucoup plus ludique et interactive.

Il faut varier les méthodes et outils pédagogiques il faut s’appuyer sur leurs pratiques et les accompagner dans une posture réflexive. Ne pas oublier et recentrer sur les objectifs pédagogiques évolutifs identifiés en amonts et posés clairement en début de formation. Il est aussi important d’identifier les attendus qu’ils ont de la formation Le brainstorming permet d’engager les échanges et d’impliquer les apprenants Cela permet d’éclairer ensuite avec le cadre et les apports théoriques Il est bien ensuite d’identifier leur appropriation et leur déclinaison opérationnelle et pratique La pédagogie peut être déclinée de façon synchrone et asynchrone mêlant travail personnel ateliers débriefing et évaluation

We provide opportunities for professional courses that we pay for. The benefits of improved productivity easily pay for the costs. All our professional employees are now certified by SEP.

Feedback and support are essential for training efficacy and learning transfer. I try to give constructive feedback that recognises employees accomplishments and suggests improvements. This immediate, clear and actionable feedback helps employees identify their strengths and weaknesses. I also provide coaching, mentorship and other resources to reinforce learning and address training difficulties. With a friendly learning atmosphere and ongoing feedback, I inspire people to successfully apply their new knowledge and abilities in their responsibilities, helping them grow and develop within the organisation.

En principio es si el DNC y el plan de formación se eligió con una constante del plan estratégico de la empresa será un participante bien formado. El proceso de entrenamiento consta de un manual, apoyo visual y todas las actividades y material didáctico. Una gran herramienta es la interacción inmediata del participante con el instructor, ya que de esa manera se puede definir la sintalidad del grupo. Posterior es aplicar autoanalisis, cuestionarios de autoconocimiento, la técnica Phillips 66, el story telling, dinámicas grupales, técnicas que ayuden como videos, actividades creativas y de exposición. La psicoeducación es sumamente importante, ya que abre más horizontes y genera un impacto positivo, hacer sesiones de coaching humanista.

Pour motiver un collaborateur à suivre une formation, rien de mieux que de lui montrer que l'entreprise investit en lui et croit en lui. Va-t-on offrir une formation à un collaborateur dont on veut se séparer? Ca peut arriver, mais c'est relativement rare. Il faut aussi lui montrer que les compétences qu'il va acquérir sont utiles pour lui comme pour l'entreprise: c'est assez facile à démontrer quand il s'agit de l'acquisition de compétences transverses (softskills, langues étrangères par exemple), plus difficile si ce sont des compétences Métier ou basiques. L'acceptation dépendra aussi de la capacité du manager ou du responsable RH à démontrer les bienfaits attendus de la formation pour le collaborateur.

Rewarding employees for training programme participation and accomplishment reinforces desired behaviours and motivates continuing learning and development. I use verbal praise, certificates of achievement, public recognition and even gift cards or extra time off. I show the company's commitment to learning and establish a positive reinforcement loop that drives training by publicly recognising and applauding personnel. To maximise employee motivation and involvement in training activities, I connect recognition and awards with individual preferences and organisational culture.

Evaluating the effectiveness of training programs is crucial for continuous improvement. Use tests, surveys, interviews, observations, or performance indicators to measure outcomes. Analyzing strengths and weaknesses helps refine training design and delivery. In my experience, after a series of Agile training sessions, we used follow-up surveys and performance metrics to gauge impact. This feedback revealed specific areas for improvement, such as incorporating more hands-on exercises. Regularly updating your training approach ensures it remains aligned with the evolving needs of your employees and organization, ultimately enhancing engagement and application of new skills.

Training programmes must be evaluated and improved to be effective and relevant to organisational goals. To evaluate participant satisfaction, understanding and applicability, I conduct surveys, focus groups and one-on-one discussions. I improve training content, delivery and resources based on this input. I also evaluate training outcomes like performance gains and behaviour changes to determine their impact on individual and organisational success. I aim to foster a culture of continuous learning and growth that boosts performance and innovation by systematically reviewing and improving training efforts.

In addition to the above tactics, training design and implementation must incorporate organisational culture and context. Understanding the organization's needs, issues and goals, as well as the workforce's distinctive traits, can help create training programmes that engage employees and achieve results. Fostering a supportive learning environment, open communication and team cooperation can improve training effectiveness and help learners apply their learning. By tackling these elements holistically, organisations may maximise their training investments and create a high-performance culture that encourages people to flourish.

You need to be able to demonstrate an understanding of the subject matter and be able to relate the areas covered to real life, relevant, scenarios. There are trainers out there who may follow a script and may have never worked in that area, this potentially disassociates the learner. If the trainer you need does not have that background, then allow them to work with a Subject Matter Expert who is in the sessions to support.