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Hypothetical Scenario

Hypothetical Scenario

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Hello there

I have a question in relation to designing training programmes.  If your manager gave you the task of overhauling/re-designing your company's training programme with your target audience being being external clients.   Where would you begin and what factors would you need to take into consideration to propose a new programme?  Is there a specific model or process you would apply to achieve revising training programme?  How would you present your proposal to your manager?

Thank you for reading my post and look forward to hearing your thoughts.

Judith

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Steve
By SteveRobson
08th Jul 2015 03:26

Hi Judith

Start with the ADDIE model and this should give you a good structure for your report to management and any training you produce as a result. http://www.instructionaldesign.org/models/addie.html

If you need more information search for "Systematic approach to training"

Good luck

Steve

 

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By clive boorman
08th Jul 2015 08:23

Hi Judith - I use the Kirkpatrick Principles - kirkpatrick is mostly known for their 4 levels of evaluation but the principles that underpin that are really excellent and start before you even begin with designing the course.  Here's a link:

http://www.kirkpatrickpartners.com/OurPhilosophy/KirkpatrickFoundationalPrinciples/tabid/304/Default.aspx

Hope it helps.

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By Judith Chen
08th Jul 2015 08:24

Hi Steve

Thank you for responding. I had no idea this model existed. I have so much to learn about designing training.  I guess the learning never stops.

Have you applied this model to your training design and did you encounter any problems?

Kind regards

Judith

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By Judith Chen
08th Jul 2015 10:59

Thanks Clive for recommending the Kirkpartick Principles really useful article.

Judith

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By Prateek Malhotra
09th Jul 2015 11:43

Hi Judith - for the Analysis part of the ADDIE model, you can search for "a short selection of typical plain English questions for analysis" (I don't have the link to this blog.. Sorry!). This questions would help you with TNI/TNA and also give you an insight into training objective formulation. Kirkpatrick principles are good for the evaluation phase of the model. Let me know if you are able to build a level 4 evaluation for your modules.

Kind Regards

Prateek

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By clive boorman
10th Jul 2015 08:42

Hi Judith, I just wanted to respond to Prateek's point.  Yes Kirkpatrick is best known for their 4 levels of evaluation but the principles I shared the link with aren't those 4 levels, they are Principles to ensure that any l & d intervention is created to best meet the need of the recipients.

Prateek you ask Judith to let you know if she is able to build a level 4 evaluation and the way you do that is by working very closely with your stakeholders to understand exactly what business objective/target is to be improved by a l & d intervention and then you work backwards from there.

For example, I was asked to run a coaching workshop for managers; when I asked what the reason was for this, my stakeholder said it was because they wanted to improve the managers coaching skills - obvious eh.  However it wasn't until much more probing and investigation that I found out that it all lead to reducing debt write-offs and we agreed a 10% decrease in 6 months would be a great result.  Once I understood this, I understood what I needed to investigate for the TNA, what context I needed to deliver the training in, what post training support was required and exactly what changes in behaviour we needed to see.  That was then supported by a contractual agreement that all of the elements would be in place. So, all levels of evaluation including level 4 became easier to evaluate through that degree of clarity.

Hope that helps.

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By perspec1
22nd Jul 2015 14:54

Hi Judith, I go along with both contributors so far, part of the ADDIE model  and the Kirkpatrick (Jim) approach focusses on haveing clear outcomes. 

The key questions for yoru own director is what do they want to see after this program has happened. Also you mention clients so you will need to be clear about what they would wish to see happening after the program.

Whilst this sounds quite simple it often takes days or weeks to find the absolute clarity that i like to work with.

An example would be the leadership program I have been delivering for the last four years. Ths initial reuqest was for a program that prepared project managers for the next level role - managing and leading project managers. 

We had to dig down into what this actually meant- what specific skills did they need that they did not already have. After some weeks of discussions we identified 3 main areas and added a forth module to integrate the three. They were - Influencing skills, client perspectives (stakeholder anlaysis) and partnership mindset - these might also seem a bit vague but have very specific personal skills and techniques that are covered.

Because we got the first part right we have very tight evaluations at all four levels and the fifth (ROI) and the program receives continues funding - the largest investment of its kind in the company due to great preformance in retention, promotions and perfomance ratings of the participants.  

 

Hope this helps, Nick    

           

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