Shifting Minds Limited Registered office: Twyford House, 51 Twyford Avenue, London, N2 9NR, United Kingdom.
Website: www.shiftingminds.com Copyright © 2016 Shifting Minds Limited
Registered Limited Company 5003036 VAT Registration 832 3704 46
* In partnership with 3rd party
People and Partners
020 8374 3985
Honestly, how good are your in-house trainers?
Most organisations use in-house "trainers" to support their operational training needs. The in-house training team is normally made up of the following: – a small number of "professional" training managers/offices, HR staff and a few motivated managers from other functions. The quality of the training sessions delivered by this group is (in our experience) highly variable. There are always a few naturally capable individuals who are able to deliver engaging training presentations, however these tend to lack true interaction. At the other end of the spectrum there are people delivering training that frankly is poorly designed, poorly delivered and therefore greatly limits participants ability to learn. Organisations that exhibit these characteristics tend to look outside for their training and therefore because of budget constraints restrict purchased training and development activity to those areas of greatest need.
At Shifting Minds we have a very different vision. We believe that organisations can grow large and very effective internal training teams. We believe that much of the learning and development activity required by an organisation (to meet its strategic objectives) can be planned, designed and delivered internally. The benefits of this approach are considerable:-
To make this happen requires a number of discrete interventions: –
At a strategy level, this idea needs to be articulated as a key business objective. For example – we expect all managers (at a certain grade) to deliver between three - ten days of training per year. Note: in some organisations this can be linked to the achievement of personal bonuses.
At an operational level, functions need to build training and development plans, and within these plans they need to identify all those activities that could be delivered in-house. This kind of thinking starts to mobilise more expansive thinking about the training that team members could receive. In some organisations this expansion is represented by a key target e.g., All employees should receive ten days of training per year.
At a tactical level, organisations need to put in place high quality training skills programmes e.g., “Training design master classes” and “train the trainer” courses. Ideally organisations should develop common templates and approaches to training design and trainer notes. The role of the training managers/officers becomes one of leading expert - they need to bring in and spread the word about advanced techniques such as Accelerated learning, Neuro-Linguistic Programming (NLP) and metaphoric case studies. This group can also create training evaluation processes, creating a virtuous circle of feedback and improvement. This group of expert trainers also need to advise when it would still be better to bring in / use external providers i.e., Where the training population was small, or where the skill could not be found in-house
Finally, all organisations who follow this path need to improve their training administration by allocating this task to key functional staff.
Creating in-house training teams
We provide the following training programme:-
The above courses can be run in a number of formats and durations. Typically a Training Design Master Class is one day and a Train the trainer programme is two or three days
For more information, call us now on 020 8374 3985 or email firstname.lastname@example.org