do you train or do you facilitate learning?
There is a big difference:
• 'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning.
• So focus on facilitating learning, not imposing training.
• Emotional maturity, integrity, and compassion are more important than skills and processes. If you are in any doubt, analyse the root causes of your organization's successes and your failures - they will never be skills and processes.
• Enable and encourage the development of the person - in any way that you can.
• Give people choice - we all learn in different ways, and we all have our own strengths and potential, waiting to be fulfilled.
Talk about learning, not training. Focus on the person, from the inside out, not the outside in; and offer opportunities for people to develop as people in as many ways you can.
From India, Delhi
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115There is a big difference:
• 'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning.
• So focus on facilitating learning, not imposing training.
• Emotional maturity, integrity, and compassion are more important than skills and processes. If you are in any doubt, analyse the root causes of your organization's successes and your failures - they will never be skills and processes.
• Enable and encourage the development of the person - in any way that you can.
• Give people choice - we all learn in different ways, and we all have our own strengths and potential, waiting to be fulfilled.
Talk about learning, not training. Focus on the person, from the inside out, not the outside in; and offer opportunities for people to develop as people in as many ways you can.
From India, Delhi
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There is a lot of truth in what you say, however, without context, your comments don't tell the whole story.
“'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills”
With compliance training, for example, we want people to behave in a very specific way. There is one way to fight an electrical fire, for example. Same with manufacturing processes: there is one way to screw the widget on to the thingy.
“analyse the root causes of your organization's successes and your failures - they will never be skills and processes”
I can't agree with this. Our experience over the years is that skill shortfalls and poorly defined and executed processes are two significant areas where many companies are being held back from improving their performance.
There is a difference between training and development. I have said many times in this forum and others that we need to treat people as people, looking at the whole person. This includes developing them for the future. But let's not forget or diminish the importance of training in building basic skill capabilities.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
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“'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills”
With compliance training, for example, we want people to behave in a very specific way. There is one way to fight an electrical fire, for example. Same with manufacturing processes: there is one way to screw the widget on to the thingy.
“analyse the root causes of your organization's successes and your failures - they will never be skills and processes”
I can't agree with this. Our experience over the years is that skill shortfalls and poorly defined and executed processes are two significant areas where many companies are being held back from improving their performance.
There is a difference between training and development. I have said many times in this forum and others that we need to treat people as people, looking at the whole person. This includes developing them for the future. But let's not forget or diminish the importance of training in building basic skill capabilities.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
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There is a lot of truth in what you say, however, without context, your comments don't tell the whole story.
“'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills”
With compliance training, for example, we want people to behave in a very specific way. There is one way to fight an electrical fire, for example. Same with manufacturing processes: there is one way to screw the widget on to the thingy.
“analyse the root causes of your organization's successes and your failures - they will never be skills and processes”
I can't agree with this. Our experience over the years is that skill shortfalls and poorly defined and executed processes are two significant areas where many companies are being held back from improving their performance.
There is a difference between training and development. I have said many times in this forum and others that we need to treat people as people, looking at the whole person. This includes developing them for the future. But let's not forget or diminish the importance of training in building basic skill capabilities.
Dear Vickie,
What you said was right that i should have added some examples to it.
But I think you have not read the cpmplete article properly. I have clearly mentioned that Training and Development are two different things and yes many surveys show that the skills and processes are not the root cause of an organisations success and people's failure.
Anyway, thanks for the inputs and valued suggestions.
Regards,
Archna
From India, Delhi
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“'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills”
With compliance training, for example, we want people to behave in a very specific way. There is one way to fight an electrical fire, for example. Same with manufacturing processes: there is one way to screw the widget on to the thingy.
“analyse the root causes of your organization's successes and your failures - they will never be skills and processes”
I can't agree with this. Our experience over the years is that skill shortfalls and poorly defined and executed processes are two significant areas where many companies are being held back from improving their performance.
There is a difference between training and development. I have said many times in this forum and others that we need to treat people as people, looking at the whole person. This includes developing them for the future. But let's not forget or diminish the importance of training in building basic skill capabilities.
Dear Vickie,
What you said was right that i should have added some examples to it.
But I think you have not read the cpmplete article properly. I have clearly mentioned that Training and Development are two different things and yes many surveys show that the skills and processes are not the root cause of an organisations success and people's failure.
Anyway, thanks for the inputs and valued suggestions.
Regards,
Archna
From India, Delhi
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I could not agree with you more, but i have a few comments in Bold below.
There is a lot of truth in what you say, however, without context, your comments don't tell the whole story.
“'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills”
With compliance training, for example, we want people to behave in a very specific way. There is one way to fight an electrical fire, for example. Same with manufacturing processes: there is one way to screw the widget on to the thingy.
Sameer - if the people you want to train are not keen on learning, no matter how good the trainer or training he will never even be able to screw the widget on to the thingy.
“analyse the root causes of your organization's successes and your failures - they will never be skills and processes”
I can't agree with this. Our experience over the years is that skill shortfalls and poorly defined and executed processes are two significant areas where many companies are being held back from improving their performance.
Sameer- Totally agree
There is a difference between training and development. I have said many times in this forum and others that we need to treat people as people, looking at the whole person. This includes developing them for the future. But let's not forget or diminish the importance of training in building basic skill capabilities.
Sameer- This is where i feel SELF MOTIVATION is a very important aspect in a Leader. If a leader is SELF MOTIVATED only then he can create the keenness in himself his people to develop themselves & create a culture of learning.Probably one of the reasons why it is said "Leaders are born & not made"
From India, Mumbai
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There is a lot of truth in what you say, however, without context, your comments don't tell the whole story.
“'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills”
With compliance training, for example, we want people to behave in a very specific way. There is one way to fight an electrical fire, for example. Same with manufacturing processes: there is one way to screw the widget on to the thingy.
Sameer - if the people you want to train are not keen on learning, no matter how good the trainer or training he will never even be able to screw the widget on to the thingy.
“analyse the root causes of your organization's successes and your failures - they will never be skills and processes”
I can't agree with this. Our experience over the years is that skill shortfalls and poorly defined and executed processes are two significant areas where many companies are being held back from improving their performance.
Sameer- Totally agree
There is a difference between training and development. I have said many times in this forum and others that we need to treat people as people, looking at the whole person. This includes developing them for the future. But let's not forget or diminish the importance of training in building basic skill capabilities.
Sameer- This is where i feel SELF MOTIVATION is a very important aspect in a Leader. If a leader is SELF MOTIVATED only then he can create the keenness in himself his people to develop themselves & create a culture of learning.Probably one of the reasons why it is said "Leaders are born & not made"
From India, Mumbai
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Thank you very much, Sameer, for your inputs :D,
I am a bit unclear on whether you agree with me or with the comments provided by Vickie. Please clarify this point, and then I would be happy to add more examples to what I have already written. I enjoy engaging with all of you more.
Chao,
Archna
From India, Delhi
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I am a bit unclear on whether you agree with me or with the comments provided by Vickie. Please clarify this point, and then I would be happy to add more examples to what I have already written. I enjoy engaging with all of you more.
Chao,
Archna
From India, Delhi
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Hi All,
Perhaps in my simple mind, I see the role of training as fairly straightforward. My job as a professional facilitator is to open the mind to possibilities and guide the experience; that is, to transfer the skills, knowledge, or behavioral expectations in a safe learning environment.
I totally agree with Vicky regarding the significant difference between training and development. These are two separate issues with varying components to each.
Since this thread title implies some element of change management, my view is to treat training as a change management process. The first step for me is to influence delegates' choice, with the key word here being choice, to understand the personal benefit of participating and applying. My role is to provide the instruments.
I have interpreted some of the comments made on this forum to suggest that trainers must deal with the whole person. For me, that translates into my audience analysis before I ever begin my training sessions. Knowing a bit about every person in my classes with a view to understanding what's important, where they come from, and why they are with me.
I have no grandiose thoughts that I am going to change the world but derive my satisfaction when my influence is seen engaging participants in the learning process that they choose to apply on the job. That, to me, is the "value-added" service I can provide.
Am I missing some critical messages in this thread?
Thanks for allowing my two cents.
Jo Verde
From Canada, Ottawa
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Perhaps in my simple mind, I see the role of training as fairly straightforward. My job as a professional facilitator is to open the mind to possibilities and guide the experience; that is, to transfer the skills, knowledge, or behavioral expectations in a safe learning environment.
I totally agree with Vicky regarding the significant difference between training and development. These are two separate issues with varying components to each.
Since this thread title implies some element of change management, my view is to treat training as a change management process. The first step for me is to influence delegates' choice, with the key word here being choice, to understand the personal benefit of participating and applying. My role is to provide the instruments.
I have interpreted some of the comments made on this forum to suggest that trainers must deal with the whole person. For me, that translates into my audience analysis before I ever begin my training sessions. Knowing a bit about every person in my classes with a view to understanding what's important, where they come from, and why they are with me.
I have no grandiose thoughts that I am going to change the world but derive my satisfaction when my influence is seen engaging participants in the learning process that they choose to apply on the job. That, to me, is the "value-added" service I can provide.
Am I missing some critical messages in this thread?
Thanks for allowing my two cents.
Jo Verde
From Canada, Ottawa
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Change Management.ppt
Training and Development.doc
Training on effective Performance Management.pdf