Comment éviter que la formation ne soit gaspillée ?

1) Regular Practice 2) Apply Knowledge 3) Teach Others 4) Continues Learning 5) Reflect and Review 6) Stay Curious Keep exploring related topics to deepen your understanding and prevent Knowledge decay.

Research says that only 16% of training gets implemented . The 6Ds for Breakthrough Learning are foolproof disciplines to ensure Training doesn't go waste

Before you start to design the content of your training program, meet with the stakeholders to find out the following: 1) what organizational problem will the training be solving. 2) What will be difference in the capabilities of the participants at the end of the training as compared to at the beginning training. 3) How will the participants know what to look forward to in the training program, and what is expected of them after they have completed the training. 4) How will the participants be supported in their post-training endeavors to implement and practice whatever they have learnt in the the training program.

After sharing training objectives with the participants, I always ask them what THEY want to learn - and then throughout the training I relate the content to how they can apply it to solve the problems they face at work. When participants can directly connect what they learn to how it can be applied at work - the chances of them using the skill increases dramatically. I've had participants tell me on Day 2 that they started applying things they learnt from Day 1, after Day 1 itself.

In order to create a training program that resonates with its intended audience, it is essential to understand the program's objectives and the individuals it aims to serve. The designer should take the time to learn about the participants' backgrounds and skill sets to create a relevant and effective program. Including case studies and real-life scenarios can bring the material to life and encourage active participation. By welcoming candid feedback and using it to continuously improve the program, we can ensure that each participant feels empowered and inspired. Furthermore, by encouraging each participant to create a roadmap for implementing their newfound knowledge, we can help them to thrive.

Prebriefing and Debriefing are effective ways to ensure managers get the best out of the training . A brief chat before and after sets the intention, attention and manifestation right 👍

Managers are the ones who know what skills/attitudes/habits are missing in the team. Thus, managers can contribute in helping you to set the Agenda and content of the training. In fact, managers must sign off on the Agenda and content before the training is designed and delivered. Managers must be aware that their role post-training is that of a Coach providing support to the team members who have returned from the training and are trying to practice the skills and to use the knowledge that they have learnt in the training. Managers must provide opportunities to apply the learning and be willing to guide when team members are unable to apply it without difficulty and failure.

Include managers in the process of identifying training needs within their teams. Managers have insights into the skills and knowledge gaps that may be hindering team performance. By involving them in the needs assessment, tailor training programs to address specific challenges.

Getting employees to work on a pre-read and analysis sets the tone for the training. Employees should not perceive that they are pushed into or given a time-off from work but that they are going to make a difference to themselves and their organisation

Finding the ways in which your people learn and receive information and adapting training to that helps to increase knowledge retainment. This also increases in those receiving information more of an interest to learn more by holding their attention.

The training program must not only stimulate and engage the participants it must also motivate them to link their experience in the training room with their experiences at the workplace and to seek answers to questions arising in their mind in this process. The trainer must create a safe environment in the training space so that participants feel free to engage in "What .. if ..." thinking and share their doubts and concerns not only with the trainer but with other co-learners. Participants must have the opportunity to share their experiences with others in the group and must be able to learn from the sharing of others. Thus, the trainer must act as a smooth facilitator of experience and knowledge sharing within the group.

In order to get desired results from Training programs, 1. The training must be linked to the needs of the organization. 2. It must also be linked to the employee's competency needs. 3. The training program must have well defined and measurable objectives. 4. The training program must be designed to meet the defined objectives. 5. The training program must be conducted by competent trainer/s, who must have thorough knowledge of the subject, good presentation skills and a positive attitude. 6. The trainees must be supported and inspired to apply their learning on their job. 7. Training should be evaluated for results( Improvement in the performance of the trained employee as well as benefit/s for the organization.)

To prevent training from going to waste, I continually engage in conversations to stay updated with the latest information. This helps me provide relevant and accurate responses based on the knowledge I've acquired.

I found the use of discussion forums are great. You are also creating a community of practice. You allow persons to add points comments on each other post. Ideas really can flow from this and also better to reinforce content.

Training going to waste is the most common concern of the organization. Unfortunately, the training agency / department is mostly concerned with completion of target in terms of number of employees trained and the Reaction level ratings of the programs. Hence my take on ensuring effectiveness of training is: 1. Nomination for training must be on the basis of Training Needs Assessment, and attitude of nominating available persons for training ought to be discouraged. 2. Pre and Post training evaluation of the trainees should be part of the program. 3. Trainer should be certified for the course in terms of content knowledge and delivery effectiveness. 4. The training program must be conducted as per a well designed manual.

Bob Pike said that 'Adults are babies with big bodies' All that's been done including fun element to make kids learn apply to them too.

The transfer of learning, and ultimately the impact of the learning is the ultimate objective of learning and development. You need to be able to measure the impact that the training has had in the workplace overtime. That doesn’t mean just evaluating through training feedback forms, but instead ask for quantifiable improvements in performance.

All the points here really adds up to best practices for an organizations to ponder. And im so thankful learning from different perspectives. I just want to add something on one of the critical part here in order to avoid training to get wasted is about Involving the Managers that really strikes the most. Focusing on training the managers is the first step to make sure that their involvement will be effective. "How can they follow up if they themselves lacks the training"? So to make their involvement work they should be the first recipient of any trainings where they exerienced being monitored by L&D and higher ups. Then later the same with their subordinates. Now training won't just be said since application is sure to follow.

Providing employees with additional training can be an effective way to keep a company running. As personnel become more proficient, they also gain a sense of assurance in their abilities, which can lead to new ideas and solutions in their field. Training should be a regular part of any organization to ensure continued success, competitiveness, and sustainability.

Establish robust evaluation metrics to assess the model's performance accurately. Regularly monitor these metrics and adjust the training process accordingly. This ensures that the model's outputs are reliable and meet the desired criteria.

1. Ask yourself WIFT "What's in it for them?" to listen to you 2. Make it as engaging as you can 3. Transfer the value clearly & simply

To ensure training isn't wasted, apply new skills immediately in real tasks. Regularly revisit and reinforce the learned concepts. Encourage a culture of continuous learning, where team members share insights and support each other. Provide practical scenarios that mimic real challenges, making training relevant. Regularly assess progress and adjust future training based on evolving needs, ensuring a lasting impact on individual and team performance.

To ensure training doesn't go to waste, make it an immersive experience. 1. Practical Application Bridge theory and practice. In a customer service industry, for example, rather than just discussing strategies, have participants handle real customer scenarios. 2. Continuous Reinforcement Training should be a journey, not a one-time event. Implement follow-up sessions or microlearning modules to reinforce key concepts. 3. Gamified Learning Gamify the training process. Create challenges, quizzes, or even escape-room-style activities related to the content. 4. Celebrating Milestones Acknowledge achievements. Whether it's completing modules or mastering a skill, celebrate milestones.

To prevent training from going to waste, involve team members in building the training. Seek their input during the planning and design stages, ensuring content is relevant and engaging. Form a training committee or involve team members to contribute ideas and co-create materials. Pilot testing with team members provides valuable feedback for fine-tuning. Communicate the value of their involvement, creating a learner-centred environment that maximizes impact. Trainees' active participation ensures training is effective and not wasted.

Managers in an organization play a very important role in producing the ROI from training. Firstly, they can provide valuable inputs in the design of the training objectives and content and secondly they can hand-hold and coach their team-members after the return from the training. Thus, organizations either through their HR department or through their L & D department must create systems and processes that enable managers to understand this particular aspect of their role, equip them suitably and then provide for some concrete metrics in manger's KRA or KPI, that goes beyond just the number of training programs attended by their team-members.