quote:

The gun-to-head analogy works for technical training requests, but not as much for the non-technical (ex: business writing) requests.

I respectfully disagree. If someone is supposed to be smiling, using good communication skills, and being respectful to all customers (for example), you can still ask the gun to the head question. Skill and knowledge is skill and knowledge. Instructional design is instructional design. Learning is learning. It doesn't matter if it's technical or not.

Before I make any incorrect assumptions, could you please provide more info about where you're coming from? I need a frame here to offer more appropriate advice.

I'm getting across-the-board requests from account managers at my company to conduct training in a variety of soft skills / interpersonal topics, and a variety of technical (IT / software) topics. I'm in a large corporate environment. I think the real questions I'm having at this point are the basic, core, how-do-I-tie-a-training-request-back-to-ROI type questions, and then questions about handling training requests within the framework of my organization.

Just found out--to my great shock--that many of my colleagues actually do on-site visits to our installations and sit around with the staff, observing, rather than sending out a request for training form to the on-site manager. Very unusual IMHO, and it leaves me wondering how they're able to stay consistent with their efforts that way.

Thanks for any advice you've got. Still like the "gun to head" analogy.

quote:

Originally posted by Fanatic Facilitator:

quote:

The gun-to-head analogy works for technical training requests, but not as much for the non-technical (ex: business writing) requests.

I respectfully disagree. If someone is supposed to be smiling, using good communication skills, and being respectful to all customers (for example), you can still ask the gun to the head question. Skill and knowledge is skill and knowledge. Instructional design is instructional design. Learning is learning. It doesn't matter if it's technical or not.

Before I make any incorrect assumptions, could you please provide more info about where you're coming from? I need a frame here to offer more appropriate advice.

ChicagoRob,

Glad you came back to the topic of ROI. You can be much more than an order taker (and I suspect that is your goal as well). When I hear someone talking about the requests for xyz training I always think...."OK...that's the solution....now, what was the problem?"

To get at a real return on your investments you must find a way to demonstrate the linkage between the services provided and the specific contributions they make to achievement of organizational goals and objectives.

Why do they need training xyz? Who needs it? How do you know "training" is the correct solution (it is most often the most expensive one for sure)?

Today I do absolutely no solution oriented conversations until I have a solid handle on the developmental opportunity...the gap...the underlying theme-trend...etc. To support that bias I now use 360 feedback software for projects. In fact, one company uses it to survey it's 15,000 employees regularly and on a variety of topics.

Now, my clients can "see" where there are disconnects between expectations and actual performance....whether it is localized or enterprise-wide. They can also make informed decisions about how to proceed (with training, process changes...et al). Helps with the consistency issue since all can look at the same data.