You need to create and manage employee training schedules. How do you make sure everyone is on the same page?

Something that my co-founder Dave Faulkner and I believe is that it can be useful to think about learning as required (this is learning you have to do), guided (a manager working with a team member to decide on areas of growth) and inspired (learning that an individual is excited to do on their own). Across a year there should be a necessary and nice mix of all three.

Ensuring a fundamental understanding among all staff members is crucial within any organization. To achieve this, it is vital to conduct orientation sessions for each employee shortly after their onboarding. Implementing a bi-annual schedule for refresher sessions can further reinforce and revisit this understanding. Pairing experienced employees with newcomers can facilitate mutual assistance in checking their comprehension and learning.

I would start with a conversation with the leadership and staff, conduct a thorough needs assessment, set clear objectives aligned with organizational goals, engage leadership support, develop interactive and diverse learning content, provide flexible schedules, communicate transparently, incorporate recognition and incentives, establish a feedback mechanism, and ensure ongoing post-training support, drawing from general organizational development principles with a confidence level based on established best practices in training and development.

To effectively manage employee training schedules, organizations should assess training needs, develop a calendar aligned with organizational goals, communicate clearly, use training management software, incorporate flexibility, seek feedback, assign responsibilities, provide resources, conduct regular check-ins, establish a learning culture, monitor and evaluate the impact of training, and adjust as needed. This systematic approach fosters a culture of continuous learning and development, ensuring everyone is on the same page and aligned with training objectives.

Es muy importante utilizar una pre-evaluación de la organización que contenga los puntos más importantes para tener claridad sobre las necesidades. Algunos de esos puntos son: -Apropiación tecnológica de los equipos a impactar. -áreas de formación que se desea cubrir, tanto en aspectos específicos como generales de la organización. -Edades de tus equipos, lo que te servirá para configurar mejor el tipo de formación que necesitas. -Tiempo que tendrán disponible para las formaciones. -Conocimiento del plan de formación corporativo del equipo.

Es clave elegir una metodología que se adapte a las necesidades de tiempo y espacio de las personas. En mi experiencia, el microlearning es la metodología que cumple con los requerimientos necesarios para la formación de los equipos. Esta metodología permite: -Flexibilidad -Actualización inmediata de contenidos -Personalización -Movilidad -Retroalimentación inmediata -Aumento de la retención Está comprobado que los contenidos en formatos cortos tienen un mayor impacto en la retención de las personas, sin importar su edad, y les permite revisarlos cuantas veces lo requieran.

O processo de Treinamento e Desenvolvimento (T&D) dentro das organiza??es é fundamental para manter a eficiência e a dinamica entre os funcionários. A gest?o dos cronogramas de treinamento está diretamente ligada a uma matriz que considera treinamentos obrigatórios, de aperfei?oamento e de gest?o. Garantir que datas n?o se sobreponham e fornecer acesso aos líderes e liderados por meio de comunica??es formais sobre o cronograma promove eficácia e funcionalidade, assegurando que todos estejam disponíveis nas datas estabelecidas para cada forma??o.

Dabei sollte darauf geachtet werden, ob es ein Wissensdefizit ist oder ob der Transfer und die Umsetzung von bestehendem Wissen das Problem ist

There's an art to selecting the right training methods for my team. I try to gather input from them first - what types of learning really stick? Then I assess their backgrounds and needs. A one-size-fits-all program just doesn't cut it. For complex topics, hands-on workshops are ideal. People absorb more when actively practicing new skills together. And collaboration breeds fresh insights. For busier schedules, microlearning on mobile works well. Bite-sized modules flex with their pace. I'm also a big fan of mentoring. Pairing seasoned employees with newer ones forges bonds and imparts practical wisdom. Peer coaching groups are great for exchanging feedback too.

Select the most effective training formats for your team. Whether it's interactive webinars, hands-on workshops, or online courses, the method should cater to your team's learning preferences and your organizational resources. Remember to cover all the learning styles to make the most for everyone's personal learning mode.

1. Start by assessing the training needs of your employees and the availability of trainers and participants. Plan for flexibility. 2. For each training session, set clear objectives that align with overall organisational goals. 3. Incorporate a variety of training formats to accommodate different learning styles and logistical constraints

Hoy en día contamos con numerosas soluciones tecnológicas que nos proporcionan todos los recursos necesarios para crear y gestionar tu programa de formación. Personalmente, utilizo Pilsa, una plataforma de microlearning que me permite programar la hora, el día y los cursos que quiero que cada colaborador tome. Aquí se pueden estructurar las rutas de aprendizaje que cada individuo debe seguir. Es crucial obtener retroalimentación inmediata de la formación para poder perfeccionarla o actualizarla. Esto nos permitirá contribuir de manera más efectiva al progreso educativo de nuestra organización.

In education, it is important to consider timetabling at the start of the academic year and extra times for CPD. Making a calendar with all key dates not only training but events, assessments, reports,... is supporting the team and management to ensure good equilibration and avoid overload.

It’s very challenging to accommodate everyone and their dynamic work. When you’re preparing a training calendar you should already be aware of major times to avoid (ex: end of month reporting or inventory days). Once you’ve done your best to plain around the ebb and flow of your business, the real key is a strong communication plan and predictability. If contributors and managers are fully aware of what’s being offered and can predict when opportunities to learn will come up, they are more likely to engage in it. Communication should not just be coming from the training department. It should come from upper managers who should be communicating not just when training is coming up but also how that training will help us grow and excel.

Acá me detengo en un aspecto fundamental que es medir los resultados del aprendizaje. Previo a planificar cualquier capacitación tenemos que identificar junto a las áreas cuál es el KPI operativo buscamos mejorar. De esta forma medimos el impacto y éxito o no de la misma, contraponiendo el valor del KPI antes y después de la formación (habiendo definido una ventana de tiempo). De esta manera también las áreas de learning pueden demostrar el valor y retorno de inversión de su trabajo. Por otro lado, no debemos confundir el resultado de la foramción con el resultado de la encuesta de satisfaccion que normalmente de realiza al cierre de cada programa.

Un elemento que es fundamental en la comunicación es el método de entrega de la información y la formación. La inmediatez juega un papel importantísimo; en América Latina, que es donde tengo mi experiencia, hemos observado que la mejor forma de impactar a las personas es ofrecerles la formación por métodos que ellos conozcan y dominen. Nosotros hemos utilizado como método de entrega WhatsApp, ya que nuestra plataforma de formación es de microlearning; esto nos ha permitido solucionar el tema de la apropiación tecnológica. En Pilsa contamos con un panel de administración que nos proporciona la calificación de cada contenido y los comentarios de los colaboradores y esto nos permite mejorar nuestra comucación en base a la evaluación.

1. Communicate early and clearly well in advance. Use clear, concise language and ensure the schedule is easily accessible. 2. To ensure the message reaches everyone, use multiple communication channels. 3. In your communications, highlight the benefits of the training and what is expected of participants to up motivation and buy-in. 4. Ensure that all communications include logistical details such as the date, time, location (or link, for online training), required materials, and any preparatory work. 5. Auto save-the-date to calendars and reminders help.

Transparency and layered communication is key. Make it easy to find the schedule and then easy to find more information like outcomes, key takeaways, connection points to broader goals, and session overviews. Then link to those resources in a multiple spaces so it is easy to find. I have found layered helpful because it keeps it from feeling like turning on a fore hose. Do not go too far in the other direction and create too many layers though. You don’t need people clicking down 5 layers to see if there is any pre-work suggested. A good rule of thumb is no more than three layers: -Schedule Overview with dates, times & locations -Session overview & outcomes -Post work & next steps (to make it clear this is for after the session)

Idealerweise haben Mitarbeitende hier noch ein Mitspracherecht und k?nnen zumindestens grunds?tzlich entscheiden, ob sie das so wollen oder eben nicht

Transparency is key. Clearly communicate the training schedule to your team, ensuring they understand the what, when, and why of each session. Regular updates and reminders will keep training top of mind. SMS and email reminders work well. add a link so they can add to calendar on their phones. Recording is key for those that may miss the live training. Reinforce that Live is always preferred.

1. Establish mechanisms for gathering feedback on the training schedule from participants and trainers. 2. Be prepared to adapt the training schedule in response to feedback or changing organisational priorities. 3. Keep accurate records of any changes made to the training schedule, including the rationale for adjustments.

Folgende Fragen an Mitarbeitende haben sich etabliert: - Was von dem Erlernten war wirklich nützlich? - Was davon hast du wirklich im Alltag umgesetzt?

Excited to share my perspective on fostering a learning organization! Beyond the mentioned ideas, I strongly believe in building a culture that embraces diverse learning methods. A learning organization, driven by promoters and leadership support, can thrive. Our successful model, 3D - Democratized, Decentralized, and Digitized learning has empowered our team to embrace continuous learning. #LearningOrganization #LeadershipDevelopment #Innovation

Invest upfront in effective learner-oriented discovery. While training needs are a critical component of this, it’s HOW you pinpoint the value proposition of any training schedule or programme, that will really help to unpack the capabilities and expertise your people need to get their jobs done more effectively, efficiently and with excellent motivation. The training itself is part of any good solution, however other incentives might need to sit around this to deliver high adoption of the training schedule: mission alignment and effective comms to ensure they buy into the purpose; mentoring and best practice networks; ensuring the quality of training enables them to directly see the value in doing it, at an individual, team and org level.

Some perspectives: 1. Transformative change comes primarily from active participant involvement. 2. Daily coaching and mentoring are fundamental to successful training. 3. A standout of a training is identifying individuals who, with proper follow-up and coaching, can become trainers themselves.

Trainers need to collaborate as a team to ensure alignment of training schedules for everyone. This as a leader will ensure alignment for training sessions but also the ability to factor in leadership meetings, connects for curriculum resource management and learning and development contextualisation and sharing. Factoring in time to connect will keep your trainers connected and the organisation thriving. Collaboration is key.

I believe that the first and foremost point of the training should always be focused on the Company’s mission statement. It is a grounding principle for all outcomes.