Evaluation of learning and development

As well as measuring the impact of training, a recent article published on the Fitzpatrick website, argues that organisations should also measure the commitment and confidence of participants to apply what they learn. The article suggests that using new ideas and changing behaviour at work requires confidence and commitment. Just as perhaps changing ones dress style or appearing for the first time in public with a radical new haircut, changing to new behaviours can be daunting and requires courage.

You can ask people to rate how committed they feel about applying learning at the end of a workshop and we at Interaction always do this. Because our programmes are highly active participants have a chance to try out new behaviours and ideas and gain confidence through practising before they return to work. The challenge is whether the workshop accurately reflects work so we take time to understand our clients to make sure that our programmes truly reflect reality.

Here’s more about how we do this.

Review: Outdoor Management Development

I’ve just rediscovered a book review I did on Training Zone and thought I would share it, even though it was 5 years ago.

It is for a small and rather humble looking book by Bill Krouwel, an old stalwart of experiential learning.

But it was and still is a fantastic guide to how to use (and not to use) experiential learning in a management development context.

It is easy to give people tasks to do and create the appearance of learning. They are enjoyable and refreshing - even exciting. But it is harder to find meaningful learning from well-designed experiences that resonate even back at work. This book does a great job of explaining how and why.

You can still get the book on Amazon.

You can read more about our approaches to experiential learning and using the outdoors here.

Or why not just call us on 0117 315 5243.

Getting the business behind training

How we get the cynics on board

One of the toughest challenges for getting a return on the investment made in development training is making it stick once people return to work.

Whilst the programme may have been excellent, and everyone will be clear about what they want to do back at work, it is hard for people to implement change without support or feedback in the business.

We go to great lengths to build good partnerships with our clients. We also work hard to get alongside line managers in the business - key stakeholders in the success (or failure) of development training.

If managers don’t understand the process, there is a danger they will not support or challenge people on their development plans. Worse, they might inadvertently conspire to sabotage the process, and more senior managers may meddle unhelpfully in the overall process.

We can overcome this problem and reap even greater rewards by involving managers in development programmes. We can involve them as facilitators, or invite them to input information, and network informally.

There are more exciting ways too - perhaps they can feel a little risky - but the pay-off is well worth the discomfort:

We’ve just run a programme where groups create their own presentations about their learning and then deliver this to a large group of managers, including Directors.

It can be pretty nerve-racking, wondering if the group will impress, because if they don’t the programme will surely be negatively judged and lose support.

But when a very influential and somewhat undecided manager leaves really impressed, the programme has a champion in the business that it didn’t have before … Perhaps the very best kind of champion.

This is experiential learning at its best. A meaningful challenge with the full engagement of the business.

Read related case studies here, and here.

How can you get the business behind development training?

What happens when training is so close to reality

I’ve just returned from running a graduate induction programme. The aim of the programme is to provide an overview of the business and to immerse the new recruits in the culture of the organisation. The week is run in a way that simulates workplace learning - nothing is given to them on a plate, they have to find things out for themselves. Through a business focused task they are challenged to find solutions to real problems and find out a lot about working in teams, the business and themselves along the way.

The challenge for us in these very “real” programmes is to persuade the graduates that it is worth taking time away from the task to review and reflect on what they are learning. As with work, most opportunity to learn is through action but as in work, the graduates get  into the task so much  that they want to keep working rather than stop and take stock for a while. The reviews are where the real value of the programme lies and by being insistent that they would be valuable, we were able to ensure that the graduates got as much from the week as possible.

Feedback from the graduates at the end of the week was that the reviews were one of the most useful elements of the programme! Just as in work we are so wrapped up in the task that we forget to reflect on what we are learning but when we do take the time we remember how valuable it is.

Please comment if you have had similar experiences.

Bitesize L(a)unches

The past week has seen us launch bitesize learning with a global food manufacturer and retailer.  Working with the client closely has allowed us to create bespoke sessions that are engaging and delivered with maximum impact to enthuse and engage participants with learning.

Sessions range from career management to dealing with difference.  All seven sessions are being run across our clients UK and Ireland offices and have been offered to all employees.  The length of the session allow employees to fit sessions into the working day and combine sessions to support ongoing development.