Half day open training event held in Toronto covering the latest developments in training and development.

1. Training & development
by Toronto Training and HR
October 2014
1

2. CONTENTS
3-4 Introduction
5-8 Phases of a training event
9-10 Training methods
11-12 Seminars
13-14 Measures
15-16 Selecting subject matter experts
17-18 Warning signs for training projects going wrong
19-24 Big data in training
25-26 Tools which help trainers
27-28 Using video in training
30-32 Front-line management training
33-36 Sales training
37-39 Popular notions about training
40-42 Issues and debates around training
43-49 Case studies
49-50 Conclusion, summary and questions
2

3. Introduction
3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
4

5. Phases of a training event
5

6. Before
• Work in a partnership
with HR, the trainers
and the managers
• Identify a sponsor
• Select the right
participants
• Cover the right topics
• Make it highly
interactive
6
Phases of a
training event
1 of 3

7. During
• Ask for
participants’
objectives at the
start
• Get a senior leader
involved
• Call on support
• End with
application
7
Phases of a
training event
2 of 3

8. After
• Gather feedback
• Have participants meet
with their managers
• Conduct a follow-up
session
8
Phases of a
training event
3 of 3

9. Training methods
9

10. • Analyze the people to be
trained to determine how
best to do it
• Base the methods on the
capabilities and strengths of
the people involved, but
provide training to expand
their skills
• Consider time and cost
factors
• Allow for the physical
limitations of the
environment 10
Training
methods

11. Seminars
11

12. • Advantages
• Disadvantages
12
Seminars

13. Measures
13

14. • Effectiveness
• Efficiency
• Outcome
14
Measures

15. Selecting subject matter
experts
15

16. • Relevance of experience
• Depth of experience
• Timeliness of experience
• Location of experience
• Training experience
16
Selecting
subject
matter
experts

17. Warning signs for training
projects going wrong
17

18. • Excessive number of
stakeholders
• Timescales are
inappropriate
• Wrong from the start
• Just do what we want
• Removing yourself from
the situation
18
Warning signs
for training
projects going
wrong

19. Big data in training
19

20. • Volume
• Velocity
• Variety
20
Big data in
training 1 of 5

21. Alternative approaches to
collecting data
• Depth of measurement
• Expense
21
Big data in
training 2 of 5

22. Shifts
• Readiness
• Infrastructure
• Openness
22
Big data in
training 3 of 5

23. Risks
• Organizational change
• Privacy, security and
transparency issues
• New skill, competency and
leadership dimensions
• Externally referenced
phenomena
• Experimental and
innovative process
• Values sensitive
• Globally sensitive 23
Big data in
training 4 of 5

24. Approaches to consider
• Transparency
• Privacy
• Value to the learner
24
Big data in
training 5 of 5

25. Tools which help trainers
25

26. • Remind101
• Google Drive
• Jing
• Evernote
• PollEverywhere
• Wunderlist
• Twitter
• LinkedIn
• Facebook
• YouTube
26
Tools which
help trainers

27. Using video in training
27

28. • Strong demand for video
content
• Tablet and smartphone
penetration continues to
rise
• Make the content bite-
sized, so it will be
digestible and easy to
access on demand
28
Using video in
training 1 of 2

29. Sourcing video
• Buy it from a video
training provider
• Source video from the
internet
• Make your own videos
• Choose a customized
solution
• Combination or hybrid
approach
29
Using video in
training 2 of 2

30. Front-line management
training
30

31. Questions to ask
• What does it
mean to get work
done through
others?
• What are the
challenges
involved in that
transition?
• How do you hold
people
accountable for
performance? 31
Front-line
management
training 1 of 2

32. Making it effective
• Stay focused
• Train early
• Use leaders as
trainers
• Facilitate peer
connections
• Keep the
classroom
• Continue to train
32
Front-line
management
training 2 of 2

33. Sales training
33

34. Questions to ask
• Has proper training been
provided to each member
on the team?
• Have clear expectations
been set?
• Has enough time for
mastery been provided?
34
Sales training
1 of 3

35. What should sales managers
be good at?
• Hiring
• Training and coaching
• Pipeline management
• Performance management
• Forecasting
35
Sales training
2 of 3

36. Integrating insights
• Preparing; futuring
• Probing for needs; heat
mapping
• Articulating the solutions;
value tracking
36
Sales training
3 of 3

37. Popular notions about
training
37

38. • Engagement and
informal learning
• Productivity and
innovation
• Right-brained v
left-brained
• Performance
management
• Performance feedback
• Makeup of the workforce
38
Popular
notions about
training 1 of 2

39. • Mobile technology
• Disruptive technology
• Communication
• Women in the C-suite
39
Popular
notions about
training 2 of 2

40. Issues and debates around
training
40

41. • Why are you still doing
training if research
shows over and over
again that it does not
solve performance
issues?
• Why are you continuing
to press ahead without
line management
support when you
know it is crucial for
success?
41
Issues and
debates
around
training 1 of 2

42. • Why are you neglecting
to invest in post-course
follow-up when it is
shown to significantly
impact on the transfer
of information?
• Why are you not
promoting the concept
of note-taking when
studies show its
importance in retaining
information?
42
Issues and
debates
around
training 2 of 2

43. Case studies
43

44. 44

45. 45

46. 46

47. 47

48. 48

49. 49

50. Conclusion, summary and
questions
50

51. Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
51