What is it?

It involves formal or informal education programs designed to improve the skills of executives or workers.

What it will do?

It can take the form of teaching a worker to fit into a new job, or it can be designed to improve skills for workers who are already on the job.

Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, and performance. It forms the core of apprenticeships and provides the backbone of content at institutes of technology

On-the-job training takes place in a normal working situation, using the actual tools, equipment, documents or materials that trainees will use when fully trained. On-the-job training has a general reputation as most effective for vocational work

 Off-the-job training takes place away from normal work situations — implying that the employee does not count as a directly productive worker while such training takes place. Off-the-job training has the advantage that it allows people to get away from work and concentrate more thoroughly on the training itself. This type of training has proven more effective in inculcating concepts and ideas

By making new employees feel like part of the team from the first day onward, ensuring that they understand how their efforts fit into the company’s operation, and continuously soliciting feedback and improving training programs, companies can gain a distinct competitive edge.

The fear for many companies is that they spend time and money developing people, only to see them take those newly acquired skills to another company. However, training actually can increase employee retention, when the training reinforces the value of the employee. In addition, a well-designed training program plays a critical part in nurturing associates’ psyches.

When it comes to the business of training, how do you make the business case for training?

1. Frame training budgets as an investment. That means spell out measurable returns on investment to be expected in the short term, intermediate term, and long term. 

2. Describe returns on investment in terms of specific positive business outcomes, ideally a solution to a recognized problem.

Will productivity or quality increase? Error rates or waste go down? Safety record improve? Efficiency or retention of high performers go up?




3. Explain how the positive business outcome will result from a change in the practices/behavior of those who are trained. What exactly are they going to do that is new and different? New thoughts? New words? New actions? Will they have new tasks and responsibilities, or will they being doing the same work…but better? What is the timeline for the training and the resulting behavior change?

4. Make the connection between the behavior change and specific pedagogy. What is being taught? Is it knowledge, skill, or wisdom/insight? If the training is designed to transfer information, learners are studying to build knowledge. If learners are practicing techniques, they are building skills. Wisdom/insight is the goal of training focused on teaching new ways of thinking. What new tools and techniques will learners walk away ready to use? What new knowledge or understanding will they be ready to deploy?

5. Never lose focus on the deliverable—the training itself comes down to the people who will create and deliver it. What is their claim to expertise? What is their track record of effectiveness? Remember: You get what you pay for. So What you are waiting for ?Contact Vision Consultants