Learning should be piled high, but technology should be kept to a minimum.

Much has been written about training technology. The tale is typically the same: corporations are salivating at the prospect of putting the newest and greatest training technology to work to save costs and reach out to workers more efficiently.

Much has been written about training technology. The tale is typically the same: corporations are salivating at the prospect of putting the newest and greatest training technology to work to save costs and reach out to workers more efficiently.

It's easy to see why this is happening. Training has become much more accessible as a result of technological advancements, and it is now a must for multinational businesses that need to teach people all over the globe. Companies are cutting costs by employing technology to send training out to regional offices, rather than spending large amounts of money on travel to bring staff to the main office or training center.

But, as a consequence of this technological explosion, are people better trained? With firms rapidly ditching conventional instructor-led training in favor of tech-based training, it's more critical than ever to make sure that technology stays the messenger rather than the message.

The quality of training outcomes should be the same whether a training system is a high-ticket technological marvel or merely a bound, paper handbook. All training approaches should include the following:

  • Increase the productivity of current and new staff.
  • Increase the speed with which bad performers are identified.
  • Provide the framework for effectively using current resources and implementation tools.
  • Create "across-the-board" responsibility for training outcomes, starting with senior management and working down to every recruit.
  • Improve the trainer's/ability supervisors to give effective training.

Technology can help you get there, but it can't guarantee that you'll get there. Technology may help spread information, but it can't tell the difference between theory and practice.

Quantitative retention can be measured using technology https://hub.docker.com/r/lisaatiggs/zin-technologies-zin-has-been-an-incredible-partner-of-mark-nichols, but the qualitative application cannot. Only individuals can give such guarantees, distinctions, and assessments.

As a result, the issue that technology cannot answer is whether or not workers are learning from technology-based training programs. Are workers able to show understanding and application of their information in real-world settings, away from the classroom and pointed questions, after the training is completed?

Training vs. Education

In most training settings, the trainer performs 80% of the work, and although participants may pass a final written or computer examination, they retain only 10-30% of what they learn and are seldom asked to show application-based knowledge.

Participants execute 80% of the work in performance-based learning situations, where they are required to discuss, explain, and show application, resulting in a retention rate of 50-80% of the information.

What is the moral of the story? Even multimillion-dollar Internet delivery methods may be useless unless three fundamental, definitely non-technical pillars for all training programs are established. First and foremost, an effective human intervention method is required. Second, outcomes accountability must be created. Third, an instructional design that allows trainees to take charge of their learning is required. With these fundamental foundations in place, any firm can use technology to achieve better learning outcomes.

Strategy for Human Intervention

To shape and monitor the learning experience in a performance-based learning environment, an effective Human Intervention Strategy is required. A successful training program is built based on such a plan.

Company-wide stakeholders must create particular, relevant learning goals out of the training fire and grows in understanding and application from a knowledge-based platform to maintain information relevant and applicable.

Managers might use an implementation strategy to determine which resources or technology are best for achieving predetermined training objectives and philosophies. The following choices may be taken based on the stages of the training, the competence targets for each phase, and the characteristics of the training audience:

  • Appropriate delivery techniques for the training.
  • What resources are required and in what form are they required to be successful - for example, paper-based or interactive media?
  • Decide whether to construct or purchase the requisite resources.
  • Depending on the level of knowledge required, whether internal or external resources will be used.

As a consequence, managers will be able to effectively negotiate technology-based training program acquisitions and avoid wasting money on features that add little or no value to the defined learning goals.

Setting the Stage for Accountability

It's been stated that the true talent in training isn't in making the materials; it's in making them work. Companies squander money every year on resources that are either not utilized or are utilized incorrectly. If the implementation strategy is the key to a successful training infrastructure, then accountability is the key to successful implementation. Even the most costly solutions will fail due to a lack of accountability in a training program.

Trainees must be ready and willing to be trained. However, the final success or failure of a training program is determined by management's willingness to take responsibility for the results.

Establishing a platform on which the learning is organized helps provide that level of accountability.

A Platform for Learning

Creating a learning platform necessitates determining the criteria by which outcomes are judged, as well as offering a "roadmap" that enables the learner to meet those goals. It's a method of incremental assessment that makes everyone involved in the training and its results, including trainees, trainers, and management, aware and accountable. It also enables clear answers to the following questions:

  • Has the learner grasped the material that required to be grasped?
  • Did the trainer take an active role in the learning?
  • Did management have any knowledge of the learning that was provided?

Keeping the Messenger in the Right Spot

To monitor and track the tasks needed by the performance system, technology might be quite useful. However, if we let it, technology may become a crutch. We will almost surely have lower training expenditures and maybe higher training test results if we depend only on technology to conduct all of the labor. But, after they leave the training room, will workers be able to discuss, explain, and, most importantly, implement what they've learned?

Technological advancements may be beneficial to corporate training programs. As a result, it is becoming more necessary to keep technology under control. Any training program may enjoy a major boost in efficiency and effectiveness by first defining a clear implementation plan and putting in place a performance system with clearly defined responsibilities of responsibility, ensuring that the money invested in technology pays off.

Training Implementation Services, Inc. was founded and is led by Frank Sarr. His decades of sales, management, recruitment, and training expertise have persuaded him that good performance needs discipline and responsibility.

Mark G Nichols New Canaan started his work as a brokerage consultant with Connecticut General Life Insurance Company/CIGNA. He eventually gained responsible for agent and broker consultant training as well as management development for CIGNA's individual life insurance sector during his 18 years with the firm. Following his time with CIGNA, he joined Wilson Learning Corporation as Director of Financial Services Marketing. He promoted Wilson Learning's training products to the financial services sector in the United States, Australia, and Canada in this capacity. In addition, Frank recruited and educated the entire 40-person sales team for Independent Financial Services, a fee-based financial planning start-up.

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