The plain truth is that training usually fails to improve on-the-job performance much less add value to the business. Among the reasons are the following:
- Knowledge and skills are usually not the problem: Research and field experience has shown that the employee's knowledge and skills contributes less than 25% to on-the-job performance. Factors that have a greater impact on achieving business goals are leadership, process design, and the work environment. These are addressed more broadly in performance consulting.
- Most training fails to transfer: Research indicates that only about 20% of what people "learn" in training is applied on the job.
- Training measurement is invalid and insufficient: Research has shown that "smile sheet" data have a very low correlation to the learners’ ability to retrieve or apply the information.
|
Also, according to noted researcher Dr. Will Thalheimer, although post-course tests "enable us to assign grades," test scores are not very valid predictors of how well learners will retrieve information in future situations.
Given these facts, why engage me to design training?
Because I have a 10-year record of helping organizations move beyond traditional training to link robust learning initiatives to real-world organizational ROI and bottom-line performance results. My approach includes the following elements:
|
This is page 1 of 5 describing my approach to instructional design.
Click Next below to continue.
|
