The goal of any training system worth its salt is to achieve change for improvement in their organization. What is the best way to achieve that?
Let's look at what we see in a lot of systems. Some training systems have very slim portfolios and rely on a lot of CBT (computer based training) courses, while others have very extensive portfolios and train on everything under the sun. They can remind you of a small college with the amount of training they put on. The thing is, the one with many courses can be just as, if not, more ineffective than the one with the few. Why?
The name of the game is strategic alignment. It's a must that any training offered is aligned with an organization's goals and objectives. Once the goals and objectives of an organization are understood, an accurate diagnosis can be made according to the needs of the desired populace. Once a proper diagnosis is made, training can be tailored and constructed to meet the stated objectives. Along the way, strategic placement of evaluation techniques can ensure the transfer of knowledge to the intended audience.
A tried and true method for measuring knowledge transfer is the Kirkpatrick Four-Level Evaluation model. Click to learn more... Kirkpatrick Evaluation Model.
Strategic alignment can be achieved by getting all effected stakeholders and senior managers on board with the direction of the company. When this is understood, only then can the curriculum for effective training geared to "move the needle" be constructed and evaluated.
Getting strategic alignment, plus proper diagnosis, along with the application of effective evaluation techniques, can result in the construction of a training system that can create true progression in any organization.
Keenan McBride, CPTM