Either you want a change in knowledge, skill improvement or attitude and this will be reflected in pre-identified behaviours. If you want training for knowledge only, then the presentation of material with quizzes and some discussion is a typical format.
The goal would be to see if people know what they should do and can speak about it. This is the kind of training most people are used to, but it frequently has disappointing immediate or long-term results because there is no change to behaviour as a result. If you want training for skill development, you assume people have a skill base already, and then provide skill-building sessions, for example how to run an effective meeting, or how to conduct a one on one session with an employee.
The goal would be to see specific changes to a procedure and skill through practice both in the training and outside using employee surveys for example. This is targeted and results in improvement to clearly identified skills. Employees will be able to see the changes and the improvements are not difficult to measure.
It is good for specific skills or a cluster of a type of skill development, but not that helpful for complex skills and applying skills to contexts.
If you want training for change of knowledge, skill, and attitude, essentially you want to see a certain kind of behaviour cluster that can be applied to a variety of contexts. In this type of training, people develop higher self-awareness, other-awareness and ability to think more systematically. Skill-building sessions are conducted in a group context virtually or live and then applied goal setting with reporting on goal progress is a requirement to apply the learning to specific jobs and individuals.
The goal of this type of training is to see a combination of knowledge, skill and attitude change be first visible, then show up here and there as confidence is gained, and eventually become regular and sustained. It is measured through participant self-assessment, employee surveys, and application of goals to workplace contexts with observable outcomes.
Coaching is more complex and fluid than training. For professional development, coaching is like learning a sport or how to play an instrument. Managers and business owners usually need about 12 individual sessions to see real change. Materials and supports for coaching will vary from one person to the next and there is no set curriculum because it is based on individual work, career, interpersonal or business goals.
Coaching is for individual professional growth and does not have the same specific outcomes as training, but organizations often find that when they combine a training program with individual coaching, they see the best results. Click To Tweet. One other consideration; there are group coaching programs, but they are typically a cross between training and individual coaching and oriented towards the entire group learning a specific set of skills such as for example learning to trade or to start a business.
As you can see, although they are related, there is a significant difference between training and coaching. With training, success depends on clarity of the goal and then the ability of the instructor and course to engage people in materials and discussions that feel relevant to them personally. In coaching it is the opposite process: success depends on the willingness of the client to work with and engage with the coach so the coach can provide what the client needs to reach his or her personal and professional goals.
Organizations who invest in both training and coaching have long term sustainable results — but only if they realize that the organization itself will need to be responsive and engage in change as the group of trainees starts to make changes to their behaviour.
Key characteristics of training:. To be successful with these initiatives, managers need to:. Know the basics. Train the audience using the following key phrases:. Understand adult-learning theory. Adult learners are pressed for time and are goal oriented. They bring previous knowledge and experience and have a finite capacity for information. They have different motivational levels and learning styles. Solid training and coaching support a smooth, stable working environment and improve morale and overall performance.
Customer feedback also trickles back up into educational efforts, revealing any problem areas in service that need to be addressed on an institutional level. A superior experience depends on consistent alignment at every level of the organization. If you could use a fresh perspective on effective employee education, we welcome your questions. Our in-depth experience in the customer service management industry, along with our distinctive consultative approach, can help you build your customer experience program into one of your most important assets, providing a clear return on your investment.
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