How can you ensure that training is an ongoing process?

Understanding and researching the training process involves identifying specific organizational needs, conducting a thorough assessment of employee skills, and exploring various training methods. This can include surveys, interviews, and performance evaluations to pinpoint areas that require improvement. Researching available training resources and staying updated on industry trends ensures that the training process remains effective and relevant.

Training and skills development also need an analysis of the competitive environment, company's strategic goals and external trends/ forces that may impact on the performance of a person, department or organisation. For example, we all know the importance of emotional intelligence, the need for coaching approaches or the need for a growth mindset. Some questions to explore this include: How could our staff or workforce respond to or develop these qualities? What does this mean for our training needs analysis?

I prefer to begin my training needs assessment with conversations. We can't always articulate the training gaps we're encountering in our jobs but we can talk about our hurdles and struggles. A good trainer should be able to identify trends in these conversations and identify the training gaps from there. When the trainer notices a few trends, surveys really come in handy. By identifying the training gaps for your employees and asking them to rank the solution in order of importance, the trainer can begin to develop a robust training plan that targets the needs of the team members.

No firehose approaches to training, instead spread out education and make it micro. A while back I found myself hating our training. It was long and boring and it felt like an obligation for me and for the student. We decided to cut the filler and fluff and lean into short impactful episodes that are 10 minutes or less focusing on a specific topic. Next we designed a road map for the education for new team members to follow at a slower self pace. Think trickling faucet instead of skin ripping fire hose. :) Then we found ways to game-ify the process and build in incentives and rewards for completing non mandatory education. We made education fun again. Lastly, we became addicted to feedback. Constantly seeking it every session.

Multiple studies show the significance of leaders and managers adding coaching to their leadership style is highly effective. The difference is that Leaders/Managers as a Coach will naturally lead to a Continuous Improvement Cycle model. The reason is they will take the time and ask questions to get their team member to problem solve on their own. Rather just always telling, showing, or demanding how something is done, provide your subordinates something more powerful for themselves and your organization by allowing them the full ownership in completing their given tasks or project and create a learning organization. You will not and should not be a coach 100% of the time as you still have managerial duties, obligations, and functions.

Inclusive practices in the training development is a must, and this includes including all positions making sure their voice is heard. Often times when we are beta testing new content, we solicit multiple voices and position levels in and outside of our industry. We focus on first responses and how the education made them feel.

We all learn in unique ways. While we tend to be visual people, we also need to hear, write, and repeat the information. I like to use a combination of many learning styles to address the unique needs of all my learners. In our digital world of Teams and Zoom, the trainer can easily integrate fun presentations, polls, videos, and quizzes to create an interactive and dynamic learning experience.

Training doesn't stop with the final slide of a PowerPoint. Learners need to be able to ask follow-up questions, have their work reviewed, and receive constructive feedback on their progress. An open door policy goes a long way toward building trust between the team and the trainer and provides reassurance to the learner that they are not on their own once the presentation is complete.

Offering follow-up and refresher sessions allows trainers to monitor progress, address challenges, and provide ongoing support to participants. These sessions provide valuable opportunities for reflection, reinforcement, and refinement, ensuring that learning outcomes are sustained and applied effectively in the workplace.

The company's employee development policies can make this easier. Giving constant push to employees, by making quality content readily available, by linking training hours in their development plans or promotions can ensure that training is an ongoing process.

Set people tasks to do in between any training sessions. Also set goals to where you and your staff want to do and see how you can upskill them. Also make it fun, if a session is fun people will want more, make it boring and people will see it as a chore

In my opinion, training is an ongoing process that requires dedication and commitment. One approach is to provide regular training sessions, whether in the form of workshops, webinars, or online courses. Additionally, incorporating interactive elements, such as hands-on activities, discussions, or role-playing exercises, can help enhance engagement and make training more engaging. Furthermore, providing opportunities for employees to share their experiences and knowledge through peer mentoring or Q&A sessions can contribute to a continuous learning environment. Lastly, recognising and rewarding employees who actively participate in training can motivate them to continue their efforts and encourage a culture of continuous learning.