Financial times guide to business training. (2013)

• Record Type: Book
• Other Titles: FT guide to business training
• Further Information: Note: Tom Bird and Jeremy Cassell.
• Other Names: Bird, Tom, 1964-; Cassell, Jeremy
• Contents: Part 1 Introduction Identifies who the book is for Sets outcomes Creates interest by a self assessment questionnaire Defines differences in a variety of learning interventions – coaching, training, facilitation Answers the question – what is training? Defines benefits for improving as a trainer 1) How do people learn? Learning models- Honey and Mumford etc Overview of key models Intro to accelerated learning Knowledge transfer 2) It starts with you Parent /Child – overview of transactional analysis Beliefs &Values Attitude of you as trainer Don't need to be an expert to be a great trainer Key qualities identified in the modelling research process Personal self-awareness / preferences 3) Anatomy of a bad trainer Examples of a bad training from the perspective of a participant Identifies all the reasons why training has got a bad name in some quarters Relays personal stories of incompetence Quotes from senior figures in business bad mouthing profession Links to bad experiences at school Part 2 4) Training needs analysis Link to sales What happens when needs are not identified Simple templates for use at all levels - Behaviours + skills + attitude Outcome setting + Learning outcomes Importance of focusing on audience 5) Design The process Building the why? – The importance of grabbing the audience Pacing the audience + audience states Lobbying in advance Creating responsibility and awareness States to support learning Big + small chunk Introduction to the 4 Mat systems Are you getting in the way of design? – ensuring your own preference does not dominate COMB at start of training – context, objective, map, benefits Importance of environment How to rehearse – rehearse like mad and then look as though it is spontaneous Part 3 6) Delivery Links to stand up comedy Building Rapport &Establishing credibility Credentials / qualifications Your voice Body Language Feedback to self / from others Maximising engagement Ice breakers Different methods of delivery – tell/ group/ small group / case study / individual / exercises Managing groups Exercises – planning / structure / facilitation Engagement – questions / Stories and metaphors / other ideas Group discussions Use of space Handling different types – identification and then how Working with different cultures Handling the hecklers 7) Blended approach Definition Benefits of blended Pre-seminar work The role of e-learning and technology Follow up and reflective learning logs 8) Assessing impact Why measure? The challenges ROE (return on investment vs. Return on expectation) Feedback and evaluation – specific model Kirkpatrick model Reflecting on training – why and how? 9) Working with external trainers How to be a great client Using external trainers Value for money vs. collaborative approach Working with procurement Budgeting Negotiation 10) Putting it all together and action planning Importa.
• Publisher Details: Harlow, England : Pearson Education Limited
• Publication Date: 2013
• Extent: 1 online resource (1 volume), illustrations
• Subjects: 658.312404; Employees -- Training of -- Management; Personnel management; Occupational training; Personnel Management; Personnel -- Formation -- Gestion; Personnel -- Direction; Employees -- Training of -- Management; Occupational training; Personnel management; Electronic books
• Languages: English
• ISBNs: 9781292003801; 1292003804; 9780273772972
• Related ISBNs: 027377297X
• Notes: Note: Online resource; title from cover page (viewed September 5, 2013).
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.