Financial Times Guide to Business Training, The

Jeremy Cassell has worked as a freelance trainer for 12 years. Before that he was National Training Manager for L’Oreal and National Sales Training Manager for Walker’s, part of Pepsi. Before entering the business world, he gained experience in teaching English and history. He has worked as a TEFL teacher and is an NLP Master Practitioner and trainer.  Tom Bird. Tom’s business career stretches over 20 years and spans sales and sales management as well as personal development and performance improvement. He is a director of RTP and has been involved professionally in developing people to realise more of their potential since 2000. To supplement his business experience Tom qualified as a Master Practitioner of NLP (the study of modelling success) and achieved a Post Graduate Diploma in Coaching and Development.

'In cash strapped times, a book that poses serious questions for senior management about the value of training might be welcome.'   Dina Medland, FT

• Part 1  Introduction  Identifies who the book is forSets outcomesCreates interest by a self assessment questionnaireDefines differences in a variety of learning interventions – coaching, training, facilitationAnswers the question – what is training?Defines benefits for improving as a trainer  1) How do people learn?  Learning models- Honey and Mumford etcOverview of key modelsIntro to accelerated learningKnowledge transfer  2) It starts with you  Parent /Child – overview of transactional analysisBeliefs &ValuesAttitude of you as trainerDon’t need to be an expert to be a great trainerKey qualities identified in the modelling research processPersonal self-awareness / preferences    3) Anatomy of a bad trainer  Examples of a bad training from the perspective of a participantIdentifies all the reasons why training has got a bad name in some quartersRelays personal stories of incompetenceQuotes from senior figures in business bad mouthing professionLinks to bad experiences at school  Part 2  4) Training needs analysis  Link to salesWhat happens when needs are not identifiedSimple templates for use at all levels - Behaviours + skills + attitudeOutcome setting + Learning outcomesImportance of focusing on audience  5) Design  The processBuilding the why? – The importance of grabbing the audiencePacing the audience + audience statesLobbying in advanceCreating responsibility and awarenessStates to support learning    Big + small chunkIntroduction to the 4 Mat systemsAre you getting in the way of design? – ensuring your own preference does not dominateCOMB at start of training – context, objective, map, benefitsImportance of environmentHow to rehearse – rehearse like mad and then look as though it is spontaneous    Part 3  6) Delivery  Links to stand up comedyBuilding Rapport &Establishing credibilityCredentials / qualificationsYour voiceBody LanguageFeedback to self / from othersMaximising engagementIce breakersDifferent methods of delivery – tell/ group/ small group / case study / individual / exercisesManaging groupsExercises – planning / structure / facilitationEngagement – questions / Stories and metaphors / other ideasGroup discussionsUse of spaceHandling different types – identification and then howWorking with different culturesHandling the hecklers  7) Blended approach  DefinitionBenefits of blendedPre-seminar workThe role of e-learning and technologyFollow up and reflective learning logs  8) Assessing impact  Why measure?The challengesROE (return on investment vs. Return on expectation)Feedback and evaluation – specific modelKirkpatrick modelReflecting on training – why and how?    9) Working with external trainers  How to be a great clientUsing external trainersValue for money vs. collaborative approachWorking with procurementBudgetingNegotiation  10) Putting it all together and action planning  Importa