The only thing worse than not having a training intervention is to have one without a clear sense of purpose and direction. An important first step is to ‘investigate’ and set out the visible, latent and subliminal training needs. If necessity is the mother of invention then qualitative pre-work – consisting of one-on-one interviews, focus group discussions, mystery audits, mining industry best practices – is the absolute bedrock of any meaningful and sustainable intervention.
The insights and findings emerging from the pre-work are populated – leading to the ‘identification’ of the training objectives as also of the specific focus areas. The Training Need and Analysis (TNA) docket is prepared and shared with the different stakeholders for validation and further input. Based on the resulting cues, skills audit and internal ideation, a skeletal structure is set forth constituting the modules and skills mapped to specific job roles and desired outcomes.
An inspiring full fledged instructor led experiential pilot program is developed and delivered using conventional – simulations, case studies, role plays – and non-conventional – performance arts, story telling, dance, theater and music – mediums. We carefully steer clear of the one size fits all spiel and develop curricula, which seamlessly aligns the main messages of the workshop within an intrinsically inspiring and intuitive experiential framework. Trainers are said to be theatre artists in the wrong business. We prove it right.
The implementation stage. A consistent feature of our workshops is the ‘to do’ list – one which is doable, tangible, measurable and showcases the cause-effect relationship. New habits that enable excellence are ignited. Those that limit its pursuit are identified and eliminated gradually. Because we are what we repeatedly do. Because inspiration lasts only until lunch time. The effectiveness of a training program is in the transfer of learning into different contexts at the work place and beyond. Evaluation of learning and application effectiveness takes place and individuals are encouraged to share success stories, details of what worked and didn’t work for them thereby activating a steep learning curve.
Most meaningful and sustainable change is by default gradual. Upon the successful execution of the pilot and the course corrections if any, the messages, behaviors and skills are cascaded and amplified by people across roles and functions and reaching a critical mass enabling the new order being embedded in the culture of the organization. The idea is to create an ecosystem – rewards and recognition, documenting success stories, evaluating the critical parameters of the desired change, coupled with reiteration through different mediums promotes the application of the new skills followed by evaluating outcomes and return on investment.