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Delivering training


I've been asked to write a short peice 1 A4 page on the above question. I've been asked to include theoretical models that underpin the considerations and I'm not sure where to turn. Could anyone recommend reading? Any personal views also welcome. Also where is the line between designing a training programme and preparing to deliver a training programme? With thanks and kind regards Zoi

9 Responses

  1. Delivering Training

    We use a 4 step model when designing and delivering training


    What does the business believe the outcome of the training to be? What does it want the delegates to be able to do, know, behave differently as a result of attending?

    What do the delegates think the outcome is? How committed are they to the outcome – we do this by speaking directly with all stakeholders and delegates prior to starting the final design process. Delegates should be fully aware of the outcome and why they in particular are attending

    Where are we now? Traditional gap analysis but using online technology to assess current status – either skills, behavioural, cultural or environmental.


    We look to design any intervention around the Knowledge, Skills, Judgement, Attitude matrix – determining what it is we are looking to train and then how do we train/develop a learning experience around that. We seek to incorporate as many different learning styles as we can – without the methodology taking over the learning.

    It is essential at this stage that any learning intervention that is designed fits with the culture of the business and that it will be followed up when delegates return (later stage in the process)

    Running the event itself. Ensuring that the venue is suitable/conducive to the outcome – should it be held on or off site – if off site, where. What facilities do we need? What materials do we need? What else might get in the way of learning? or support learning?


    Through action planning during the event – and coaching afterwards – the delegate puts into practise what they have learned. There is an agreement between delegate and line manager (or coach) as to the behavioural change they will undertake and a “contract” made to measure progress and developments.


    Standard evaluation models exist (Kirkpatrick being the most well used) – or you can design your own

  2. 5 Questions / Considerations
    1. How will this training support the business in achieving its goals?
    2. Is there a faster more efficient alternative to training in achieving this?

    If the answer to 2 is nothing:

    3. What is the most efficient and effective way of providing the training?
    4. How are we going to facilitate the transfer of learning into the workplace?
    5. How are we going to measure whether it has worked?

  3. Delivering training
    I agree with those who have commented above so won’t repeat those items. Even a cursory glance shows how interconnected all the components can be – evaluation, design, delivery etc. For a good into to all of this I’d suggest Training in Practice by Steve Truelove.

    Focusing just on the preparing to deliver aspect, my top 5 would be:
    1. Get some information on the group – every group is different and it can be useful to have some preliminary data about their levels of experience, where they work, what they specifically need, etc. But avoid making too many assumptions before you meet them. Have some options and ideas how you might focus or tailor the training.
    2. Refresh yourself on the subject matter – what are the latest ideas in the field, what facts do you need at your finger tips, what examples can you give that are up to date and relevant to those attending, what are the objectives?
    3. Refresh yourself on the design – how will it work, what must you stick with and what can you finesse, what exercises, visuals and materials will you need, what will need changing (eg because of group size), do you need to brief a guest speaker, will you need to refer to any pre-work or elearning, what are the learning principles that underpin the design?
    4. Get yourself ready – what helps you to feel ready, do you need to discuss things with a colleague, do you need to get the room and environment ready, what do you need to have with you?
    5. Refresh your thoughts on delivering the organisational outcomes – what is the ultimate purpose, what gets in the way, what helps; how can you aid transfer of learning and application, how can you add value, what will turn this from just an interesting educational experience into real change that supports continuous performance improvement?

    As to models/theories, there are plenty on things like learning styles and the psychology of learning but fewer on the practicalities of trainer delivery.


  4. Delivering training
    Thanks all this has been really insightful and helpful, thank you for your time.


  5. thinking about a new training programme
    Top 5 considerations that I would have in my mind cover:
    the desired outcomes, the participants, the venue, the reason for this programme now, and the possibility of pre-work and pre-contact.
    1. What recognisable difference is the training supposed to make? What will be seen as success for the programme?(although alas I’ve had times when that’s not a question that can be answered: the training dept just has to show they’ve run a programme on that topic)

    2. Who are the people to be trained? (numbers, experience etc) Are they volunteers or ‘pressed men’? How can I provide activities that suit different learning styles (a la Honey and Mumford)? (This would give you a model, by the way: and there are other models about people learning in groups I’m sure)

    3. What will the venue be like? Will there be possibilities of moving around the room, working in different sized groups, having a buffet lunch brought to the room or having to allow more than an hour and a half for lunch in the canteen/restaurant? Is the organisation prepared to put some resources into a venue that really works for the participants?

    4. If it’s a *new* training programme, is it a new version of an old one, or a training programme to meet a new need? What’s made the organisation want this programme in particular?

    5. Will I be able to contact participants beforehand, and ask them for some pre-work? And will there be follow-up after the training? (there’s a model about that somewhere I’m sure)

    [6. My other consideration is always “What should I wear?”]

  6. Delivering training and preparing to deliver are the same!

    You could look at ‘training/learning styles’. That would be a good start. And, Google the ‘training cycle’ too.

    If you’re totally new to this, I’d recommend Training for Dummies; Trainer’s Pocketbook and, where you can look up many personal and professional development topics for training.

    Hope this helps!

  7. Training Design and Delivery

    The comments provided cover a lot of area and are very useful, so let me add some from a different angle.

    • Is what you are offering a topic that is new and is something they have not explored before?
    • How can you increase retention rate and make your content more memorable long after the course is over?
    • Can you entertain them as well as educate them in the course? Trainees always want to have a good time in a training environment and indeed if they really have a good time they go on to tell everyone else about it.
    • Can you use props/demos/games/exercises/etc. to make your delivery more unique?
    • How can you design and deliver the course, so delegates learn something about  themselves and not just be told what to do? This requires reflection and coaching to be integrated into the training session so that delegates feel they are personally trained and not lectured.

    Hope these help.

    Training Materials

    Ehsan Honary

  8. hello
    Appropriate training, delivered in the right mode, at the right time and in the right environment, can develop an employee’s professional skills to a new level. The first step in delivering outstanding training is determining the need for skills development amongst employees.

    Training Needs Analysis
    The steps to undertake a training needs analysis are:

    review current training provided
    investigate, through surveying employees and management, desired skills improvements
    research best practice in training programs for your industry.
    Developing a Training Program
    From the training needs analysis, skill gaps in employees can be identified. In order to develop the training program, the question how is XYZ Corporation going to eliminate employee skill gaps needs to be answered. This involves determining the best way to deliver the required training

    email extractor

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