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Program for failure

Thursday, 03 September 2009 | Comment: Charles Jennings

I t e a k o n r o m s h m n e o r e e a t e t l e a e r t h t s o t n b s n s e a o o m n y. h n r a i a i n r l o t n w y t m, r c s o p o u t, R n t a n n d p r m n s o t n l d p o i s r c o -l d, l s r o t a n n s s i n . T e e i l e r n m n a s n t e m y v n s e- e r i g e h o o y. n i d e n' w r .

I A s r l a, $ 0 -8 0 i l o i s e t a h e r n h s i d f r i i g o n w r p r d d y t m d s i e v d n e h t t l o t e e d l v r v l e o m n y. h e i e c h s e n v i a l f r o e i e h t o m l r i i g s s e t a l u e e s n u p r i g a k n p o e s- a e a t v t e i a v n e f h n e t c r y u t e a k r r c s . T e " r -g -l v " t a n n u e s m l t o e e c s s n o h r " u t- n- a e" o t n a c m a i d y h c m n a s f u p r m t r a .

E p o e s t u g e o e e b r h d t i s h y e r d r n t a n n a d o n r f r t t e a u l. v n i o s s e c a g s a s c n u i n i h r s r t d m l y e t r i g o e p e k i d o e . T e e l t i t a t e e s o m c i f r a i n s o i t d i h s s e r l o t o e b o b d h o g f r a t a n n s s i n .

T e o t m o t n a d o n l a n n i p a t c - r i f r i g e s s e t o g- e m e o y n a f c i g e a i u a c a g . E e i f r a i n h t a b r c l e i m d a e y f e t a n n - s o n o e s i t e s 0 e c n - w l b l s i i i n' r i f r e w t i a e h u s.

o t y t m, r c s a d r d c t a n n o f r o l c r o y r c i e p o t n t e . U u l y, o e o g t m i a l w d o e t n i e r c i e s h r i s m c i f r a i n o m a t n l t l o n a c s t t e y t m r r d c p i r o o l u . A y r c i e h t o s c u i o t n n c t- o n y t m r s m l s m l t o . A d h r i t o u h f t m g p e w e t a n n a d e l- i e p l c t o a d e f r a c t r a a y a u .

T e r d t o a t a n n a p o c d p o e b m s o g n s t o s s o h n f i i n a d n f e t v . S w y o t? o e R a a e s n t e r r i i g o n e p r s r e t e u a a e r n r p r d o d i t a t e e r i i g e s o s o 't o k. h p o u t v t a d e f r a c a h e e f o t a n n s s i n i r r l m a u e - t e a t h t h y r c n u t d e m t b e o g .

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h f r t t p s r a i g h t a n n m n s t, d i t n t a i i j s n t o k n . T i r q i e H m n g r t t k r s o s b l t f r a l d r i i g t a e i s. t l o e u r s h s p o t f x c t v s n a i g n n w i e t o t a h s e n h w t i p o e e f r a c a d r d c i i y.

Charles Jennings is the director of learning and development consultant Duntroon Associates. He was previously chief learning officer at Thomson Reuters in London.

n h d r c r e s f o t u a r s u c d p r m n s i s s c e t a i c s i g u i e s s l t f o e . W e o g n s t o s o l u a e s s e , p o e s r r d c , H a d r i i g e a t e t r u i e y e l y n t u t r- e , c a s o m r i i g e s o s. h r w l b p i t a u l a d h y a e e u e -l a n n t c n l g . A d t o s 't o k.

n u t a i , $6 0- 0 m l i n s p n e c y a o t i k n o t a n n f r e o u g a e s s e s e p t e i e c t a i a m s n v r e i e s a u f r o e . T e v d n e a b e a a l b e o s m t m t a f r a t a n n i e s n i l y s l s i s p o t n t s a d r c s -b s d c i i i s n d a c o t e e d o a r o t h t s o p o e s. h "p e- o- i e" r i i g s s i u a i n x r i e a d t e "j s -i -c s " c n e t c o p n e b t i k a u l o s p o t a e i l.

m l y e s r g l t r m m e t e e a l t e l a n u i g r i i g n n o e e e s o h m n a . E e m n r y t m h n e c u e o f s o w t f u t a e e p o e s u n n t h l d s s n r v s. h r a i y s h t h r i t o u h n o m t o a s c a e w t a y t m o l u t b a s r e t r u h o m l r i i g e s o s.

h m s i p r a t i t a y e r i g s r c i e - e n o c n p r i t n l n -t r m m r a d f e t n b h v o r l h n e. v n n o m t o t a c n e e a l d m e i t l a t r r i i g - h w t b a l t l a 1 p r e t - i l e o t f t s 't e n o c d i h n f w o r .

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h t a i i n l r i i g p r a h e l y d y o t r a i a i n i b t i e f c e t n i e f c i e. o h d i ? S m H m n g r a d h i t a n n c u t r a t a e i h r n w r o u p e a e t a m t h t h s t a n n s s i n d n' w r . T e r d c i i y n p r o m n e c i v d r m r i i g e s o s s a e y e s r d - h f c t a t e a e o d c e s e s o e n u h.

R a a e s h a e r p r d o a k h n e n h i o g n s t o s o h v a t r a i e , s c a t e e c n e t f u i e s r c s g i a c , a a l b e o h m. P a h e e p r o m n e m r v m n t r u h n n o n c c e f e l- i e e r i g, u d n e p o e s t h m m n t e a e o p e i g h p o e s a h r h n h o g p i r o m l n t u t o . T i c t t e e d o e p n i e p r n t a n n d a t c l y n p o i e b n f t s c a f s e t m t c m e e c , f w r r o s n i p o e c s o e s t s a t o .

T e i s s e i b e k n t e r i i g i d e , a m t i g h t t s u t o w r i g. h s e u r s R a a e s o a e e p n i i i y o f i e t a n n s r t g e . I a s r q i e t e u p r o e e u i e i t k n o a e d r c i n h t a b e s o n o m r v p r o m n e n p o u t v t .

Charles Jennings is the director of learning and development consultant Duntroon Associates. He was previously chief learning officer at Thomson Reuters in London.

4 Comments

Harold Jarche

15/11/2009 5:32:51 AM

@Manaek "learning-based training", "hands-on training" and "formal training" - please explain the differences. Not sure about difference between informal and formal training either. Would informal training be a self-administered training programme?

Debbie Crowther

8/09/2009 2:39:17 PM

We totally agree with the points raised in this article and that is the foundation of the programs offered by Stratacore, which have been developed out of a $325,400 Federal Government Grant. Our systematic approach revolves around continuous learning and support to address the identified weaknesses in a business, via a software program - Stratacore Business Health Check report. A variety of national experts then continue to assist the business owners and management by delivering interactive training sessions on various areas of business and this whole process is continuously supported by their accountant being their trusted business adviser. The only way to generate lasting effect of education on a participant is for the process to be ongoing and supported by an evaluated continuous learning process.

Manaek Simamora

8/09/2009 10:09:24 AM

Learning-based training and hands-on training directly address the real needs of the trainees to enable them to perform the required tasks. Yet other types of training, such as formal training without direct or immediate application in the organisation will always be important to prepare employees for future needs or tasks to be performed. So the HR department needs to define the objectives of the training for a particular group of employees and asses its effectiveness based on that objective. Thanks for this great insight.

Andrew Fisher

8/09/2009 6:52:27 AM

Finally, an affirmation of something that change managers have been feeling for a long time. Forget justifying your position by producing the most comprehensive training manual ever written – get into the field and coach your staff though the change. The tension levels will be high but the outcomes will be much greater and more effective.