Jessica Bronzert’s Post

Have you ever attended an all-day or multi-day training session and felt like you were hit by a fire hose? This is a typical training experience. Organizations need to ponder the seat time learners will be away from their daily activities, so they stuff ten pounds of training into a five-pound bag. It’s doable if you follow two tips: ✔️Design the training in small bits. Discreet content with a clear objective and practical application. ✔️Start from a mental model the learner already has. For example, do your learners already have a sense of what Maslow’s hierarchy of needs is? Do you need to teach them what the levels of safety that they are striving for in their manufacturing facility? Talking about this in terms of a hierarchy of needs will quickly resonate with the learners and save you the time of having to explain how these kinds of levels work in general. Deliberately design training in small chunks using existing mental models. The payoff is worth it.

Have you ever attended an all-day or multi-day training session and felt like you were hit by a fire hose? This is a typical training experience. Organizations need to ponder the seat time learners will be away from their daily activities, so they stuff ten pounds of training into a five-pound bag. It’s doable if you follow two tips: ✔️Design the training in small bits. Discreet content with a clear objective and practical application. ✔️Start from a mental model the learner already has. For example, do your learners already have a sense of what Maslow’s hierarchy of needs is? Do you need to teach them what the levels of safety that they are striving for in their manufacturing facility? Talking about this in terms of a hierarchy of needs will quickly resonate with the learners and save you the time of having to explain how these kinds of levels work in general. Deliberately design training in small chunks using existing mental models. The payoff is worth it.

Have you ever attended an all-day or multi-day training session and felt like you were hit by a fire hose? This is a typical training experience. Organizations need to ponder the seat time learners will be away from their daily activities, so they stuff ten pounds of training into a five-pound bag. It’s doable if you follow two tips: ✔️Design the training in small bits. Discreet content with a clear objective and practical application. ✔️Start from a mental model the learner already has. For example, do your learners already have a sense of what Maslow’s hierarchy of needs is? Do you need to teach them what the levels of safety that they are striving for in their manufacturing facility? Talking about this in terms of a hierarchy of needs will quickly resonate with the learners and save you the time of having to explain how these kinds of levels work in general. Deliberately design training in small chunks using existing mental models. The payoff is worth it.

Really good and easy to digest article about training transfer by Barbora Kleckova!

🤔 What is the main point of training? Why do we even do it? Because I have a lot of time on my hands recently, I decided to start writing and sharing my everlasting training-related wisdom. Check out my short article on Training transfer; more is coming soon! https://lnkd.in/dYbekgYr

Check out this cool article on training transfer! (I'm also super proud of the author 😊)

Instead of measuring experience by the passage of time alone, it should be evaluated by both the volume of practice and the intensity of that practice. While intensity is more challenging to quantify, it can still be tracked and, though somewhat subjective, serves as a key indicator of progress. For example, if one person trains twice a week for an hour over five years, another who trains twice a day for one hour per session, will reach the same level of experience in less than a year. This is especially true if the latter also maintains consistent, high-intensity sessions. In this case, the first individual’s five years of training would be overshadowed by the second’s rapid and intense development, making the latter far more experienced after just a few months. My philosophy applies to more than just training, it applies to everything.

Why beware of the participants that come in a training  What you achieve with a course/training depends to a large extent on the motivation and appropriateness of participants. The returns from investing in training depend crucially on the quality, motivation, and appropriateness of the participants.  Hence, it is very useful to define specific requirement criteria in advance, to attract the right participants.  Also, if the demand for a course exceeds the number of seats, you will need to select the most appropriate participants on the base of unambiguous selection criteria. Including the right participants improves the impact of a course or workshop. Participants who are not motivated can drain your energy when delivering content. It may lead you to not deliver the training appropriately and become exhausted as a result. We know right that as a training expert, you are encouraged to climate set before conducting the training but if you involve unmotivated participants, no matter the effort is made to keep the group vibrant, they won`t reciprocate thus it is cognizant of the training participants beforehand.

Train your employees so well that they can leave, but treat them so well that they won't want to. As trainers, delivering high-quality and impactful training isn't just a job—it's our passion and purpose. We equip your employees with the skills they need to succeed, but it’s up to management to keep them engaged. Challenge them with opportunities to apply what they've learned, trust them to take risks, and allow them to learn from their mistakes. A well-trained and well-cared-for employee won’t leave you without a compelling reason. It’s heartbreaking when employees sigh in frustration at the mention of training. What experiences have led them to dread learning? We need to change that narrative and make training something they look forward to."

I'd like to share three aspects about training. 1. There was a time (believe it or not) when being sent for training meant the person was weak in that area of skill. It was a stigma and nobody wanted to be sent for training. 2. There are also those who would go for training for the free coffee and buffet lunches and a welcome break from the tedium of daily work. 3. Then again, there are those who would ardently seek training because they genuinely wish to be better at that skill. With so much resource available to everyone today to feed our mind, I hope that #3 above is the only reason anyone ends up in a classroom or on an digital platform to learn a new skill. From a trainer's perspective, it is energy-draining to train anyone who blatantly shows little to no interest to learn. So, here's the million-dollar question: 𝗗𝗼 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗿𝘀/𝗯𝗼𝘀𝘀𝗲𝘀 𝘁𝗼𝗱𝗮𝘆 𝗲𝘅𝗽𝗹𝗮𝗶𝗻 𝘁𝗼 𝘁𝗵𝗲𝗶𝗿 𝘀𝘁𝗮𝗳𝗳 𝗺𝗲𝗺𝗯𝗲𝗿 𝘄𝗵𝘆 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝗯𝗲𝗶𝗻𝗴 𝘀𝗲𝗻𝘁 𝗳𝗼𝗿 𝗰𝗲𝗿𝘁𝗮𝗶𝗻 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗮𝗻𝗱 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝘄𝗵𝗮𝘁 𝗻𝗲𝘄 𝘀𝗸𝗶𝗹𝗹/𝗵𝗮𝗯𝗶𝘁 𝘁𝗵𝗲 𝘀𝘁𝗮𝗳𝗳 𝗺𝗲𝗺𝗯𝗲𝗿 𝗶𝘀 𝗲𝘅𝗽𝗲𝗰𝘁𝗲𝗱 𝘁𝗼 𝗱𝗶𝘀𝗽𝗹𝗮𝘆 𝗮𝗳𝘁𝗲𝗿 𝘁𝗵𝗮𝘁 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴?