by admin_phoenix | Jun 20, 2018 | 0 comments
The structured element of the journey has to end at some point but this does not mean an individual's ongoing development does as well. The design of the journey must therefore incorporate elements that continue to reinforce the learning. Participants will be given an opportunity to stretch themselves and continue to create impact with their newly learnt skills and techniques.
Additional reading, targeted activities, mentoring and training opportunities, presentations and the creation of relevant learning content can all work well at this stage.
Once a foundation has been built and participants feel they have a basic understanding of a subject, technique or skill, they now need to develop the ability and confidence to use it. During this part of the journey, participants must start to feel better equipped to do things in a different way and this is usually best addressed in the classroom environment.
Role/real plays, plenary discussion, case studies and facilitator feedback form the basis of this stage but workplace assignments and peer to peer conversations can also work well.
Not all learning has to be done in the classroom and participants are encouraged to build their subject expertise as soon as possible. This foundation work will also ensure that any time spent in the training room is used appropriately in terms of the all critical practice and group discussion.
E-learning modules, pre-workshop reading, video content, observations and interviews can all play their part.
Traditional training and development often fails because participants only start to think about their development on the day of the event itself. Any successful journey (or programme) requires an investment in time and effort and participants must recognise that they will need to do more than simply turn up. During this phase, participants are asked to think about what they could achieve if they demonstrate high levels of effort & commitment, not only for themselves but for the organisation as well, greatly increasing the levels of accountability.
Conference calls, webinars, creating personal performance maps, setting learning objectives and manager development conversations are typical examples of how to build participant commitment.