6 Tips for Transferring Training to the Workplace

6 Tips for Transferring Training to the Workplace6 Tips for Transferring Training to the WorkplaceCan you turn your training participants into learning magnets who cant wait to attend their next training opportunity? Absolutely. Can you expect improved work performance as a result of the time, energy, and money you invest in training? Absolutely. You just need to pay attention to the key factors in training transfer who presents the training,how the training is presented, andthe role you expect from the participants. What participants do during the training session makes all the difference in whetzu sich training actually transfers to the workplace. Use thesesix ideas to address complaints about training (I dont have time trainings a waste of my time my boss wont let me do anything I learn in the session anyway) and spark improved performance with training transfer to your workplace. 6 Tips for Training Transfer You can improve your training and the employee transfer of the learn ed new skills and ideas back to your workplace if you successfully manage these six aspects of training. The coach and the expectations make a difference. One of the most effective training sessions employees ever experienced was at a General Motors manufacturing facility. As part of a corporation-wide culture change process, all supervisory and management employees attendedthe sameeducational session which was crafted to help them understand, see the need for, and own the needed cultural changes. The key ingredient was the instructor. He was a GM senior executive. As such, he expected each individual attending the training session, in turn, to instruct the people who reported to them once they were back on the job. The ability to train others is one of the most important indicators of training retention. (An organization development consultant facilitated the training sessions as well, since not every manager was confident of his or her ability to train others effectively.) Altern atively, participants react mora favorably to trainers who have experience in their industry. They appreciate facilitators who have experienced and addressed the issues and situations highlighted in the training. The more closely the instructor can link the training to the participants real life experience, the better for training transfer, the application of the information later on the job. Present training as part of a consistent message from the organization. Classes must build on each other and reinforce the content learned in earlier sessions. Too many organizations approach training as a potpourri or menu of available classes and sessions. When there is no interconnection between training sessions, and the information provided in the training sessions, organizations lose a great opportunity to reinforce basic shared skills, approaches, and values. Training must reference earlier sessions, draw parallels, and reinforce content.For example, one university supervisory developme nt program introduced an effective feedback process in a communication class. This feedback model was then reinforced and emphasized in the conflict resolution session, the performance management session, and the motivation session. Participants received a consistent approach, emphasized across sessions, to ensure the transfer of the training information to the workplace. Ask each individuals manager, and the managers manager, to attend the training session with their staff. When three management levels of an organization attend training together, participants may be more willing to try out the new ideas learned in training. This is especially effective if participants see their manager trying out new skills as well. This is also important for reinforcement of the training following the session, the subject of the third article in this training transfer series. Employees are prone to emulate the actions of their managers so when they see managers applying the new information on th e job, its a stimulus. Additionally, trained managers can knowledgeably ask their employees questions to further their learning and understanding of the concepts. Provide training in chunks that are scheduled over a period of time. People learn more in training sessions that provide chunks, small amounts of content, based on a couple of well-defined objectives. Participants attend these sessions, perhaps a couple of hours per week, until the subject is learned. This allows the participants to practice the concepts in between the training sessions. Both the content of the training and the application of the concepts are reinforced at each subsequent session. This also allows people to discuss their successes and difficulties in applying the training in their actual work session. The instructor can help participants practice the training content by giving assignments that are debriefed at the next meeting. Train people in skills and information that are immediately applicable on the j ob. Use it or lose it, is a common refrain about training. This is a true statement. Even with strategic skills such as listening, providing performance feedback, and team building, set up situations in which practice is immediate and frequent, to help participants retain the training. In application-oriented training such as software training, dont bother with the training unless participants have the software to use following the training session. In fact, training is often more effective if your employees are allowed to experiment with the program first, before attending the session. They attend the session armed with questions and a basic understanding of the program or process. The trainer can set a positive, productive tone for the session and the later application of learning. With a positive, informative, honest opening that stresses behaviorally oriented objectives., the trainer sets the tone for the meeting. How the instructor opens the training session begins the process of managing participant expectations. (You will be able to do the following as a result of attending this session) According to Jim Clemmer, of the Clemmer Group, Research clearly shows far more people act themselves into a new way of thinking than think themselves into a new way of acting. Participants need to know what expectations they can have of the session so the objectives must be realistic and not over-promise. At the same time, the opening should stress whats in it for me, the WIIFM participants will experience as a result of their wholehearted participation in the session. Emphasize whats in it for the trainee, the value of session, and the value of the information during the entire session. More Tips for Effective Training Transfer to the Workplace 4 Tips to Make Training and Development Work (before)6 Tips to Make Training Work Before the TrainingTraining Can Make a Difference (during)6 More Tips to Make Training and Development Work (during)Everyone Wins 4 Tips for Employee Training Transfer (after)9 More Tips for Training Transfer (after)Training Transfer Case Study (application example)

Teens with this skin condition earn higher grades and salaries later in life

Teens with this skin condition earn higher grades and salaries later in lifeTeens with this skin condition earn higher grades and salaries later in lifeA recent study pulled data from The National Longitude Study of Adolescent To Adult Health, to look for a correlation between suffering from acne in middle school and high school and subsequential educational and labor outcomes.Among other things, the data yielded a strongly positive association with having acne and overall grade point average in high school specifically in the areas of English, history, math, and science. The studys authors write, We also find evidence that acne is associated with higher personal labor market earnings for women. We further explore a possible channel through which acne may affect education and earnings.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreThe data used in the recent study was comprised of anationally representative sample of thousands of American junior high and high school students between the 1994-95 school year. The participants were queriedabout their well-being and then followed up with into their 20s and 30s.Does acne equal higher grades and salaries?The paper was authored by Hugo M. Mialon, Department of Economics at Emory University and Erik Nesson, Associate professor of economics at tanzerei State University. The two experts were both intrigued with the impact ones physical appearance has on their fiscal success, even though neither has dealt with serious acne during their schooling.Eighty-five percent of people between the ages of 12 and 24 come into paths with acne in one form or abedrngnisher and it is the most common skin disorder in America, with roughly 50 million reported cases in the US per year.Acne might be the closest thing youll get to an objective measure of an undesired feature because the skin condition is so well defined. The researchers deemed it was p erfectly suited to enact their investigation. We were surprised at how persistent the relationship between acne and grades was, Nesson told Today.Every correlation observed, proved more substantial in female cases, for whatever reason. In fact, the fiscal outcomes applied exclusively to female participants. Adolescents that suffered from acne, not only excelled academically in middle school and high school, they were also found to be 3.8 percentage points more likely to complete their bachelors degrees.The studys long-term data showed that young girls that experienced the skin condition typically went on to earn more than young girls that did not. The researchers posit that becauseteens with acne were more prone to social isolation. They, in turn, prioritized things in their control like academics. Because independent research has shown that acne has a much bigger psychological impact on women, it stands to reason that the positive accusations were stronger in this group.Even still there were other predictors at play. For instance, while it was true young women with acne tended to go on to become high earners, this was mostly true for young girls that experienced occasional zits as opposed to adolescents with severe skin problems.Ultimately, the authors behind the new study hope to add some dimension to an affliction that has predominantly served to reinforce depression and self-loathing in many young adults and teens. Nesson explains Since having acne is also strongly associated with depression and suicidal (thoughts) among teenagers, widespread knowledge of long-term benefits associated with having had acne has the potential to reduce teen suicides.You might also enjoyNew neuroscience reveals 4 rituals that will make you happyStrangers know your social class in the first seven words you say, study finds10 lessons from Benjamin Franklins daily schedule that will double your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 ha bits of mentally strong people

Seven FBI traits that will make you a better leader

Seven FBI traits that will make you a better leaderSeven FBI traits that will make you a better leaderI loved being an FBI agent because there welches a sense of meaning and purpose every time I walked into the office. The FBIs mission is to protect the American people and uphold the Constitution of the United States.I worked hard to solve complex problems. You might be imagining movies, gun battles, and running down bad guys. In truth, a lot of what I did as an agent wasnt all that different from many of the challenges you face as entrepreneurs, leaders, and geschftsleben owners.I was good with a gun, I admit, but most of my time was spent working with people who had different opinions and a conflict of interest. This created problems I couldnt just shoot. Instead, they required people skills I suspect many of you can relate.Todays business world is volatile, uncertain, complex, and ambiguous. If you want to move your career or company forward, you have to learn how to be a better l eaderThe FBI does not hire new agents based on their skills. Instead, they hire by the traits and values exhibited by applicants and then train new agents with the skill sets they will need. If an agent has the right values, traits, and abilities, they can learn anything.This is where most businesses have it backward. Instead of hiring people because of their traits and values, they hire skill sets and then try to backload the companys culture and values.If the goal of leadership is to empower people to make their own decisions, then here are 7 FBI traits that will make you a better leader1. ConfidenceBoosting confidence is the primary goal of the FBI Academy- before they send agents out with a gun and badge.As a new agent, there were days when my heart raced and my palms sweat just thinking about the new challenges that faced me. But I learned that success would not make me confident- rather, confidence in myself and my abilities would make me successful.If you dont believe in your self, how can others believe in you? It took a bit of acting on my parte in the beginning, but the mora I acted confident, the mora confident I became. Feedback from others was positive, which in turn, gave me more confidenceTIP You become a better leader when you cultivate ways to signal your confidence to others, especially usingbody language.When our brain receives a clear image of confidence and competence, it takes that good impression and makes a snap judgment. This allows the brain to move on to other issues.2. HumilityA few years back my squad was set to arrest a fugitive known to be armed and dangerous. Since I was the case agent, everyone assumed I would be the one to make the arrest. The fugitive was a big guy with broad shoulders and sure to resist arrest, and abwehr tactics had never been my strong point.It is humbling to admit to yourself, or others, that you are not the best person for the job. Its OK to admit it and turn to another person more experienced or better p repared, and ask for their help.You may not need help in arresting a fugitive, but you may need to surround yourself with people who are more experienced or better prepared, and ask for their help. The best leaders are confident enough to surround themselves with people who are smarter and more talented.They are also humble enough to learn from these people because they understand they will get a better outcome as a result of their involvement.TIP You become a better leader when you are willing to listen to, but not be dominated by, the talent around you. If you are the smartest person in the room, youre in the wrong room.3. Good ValuesFor insiders, FBI stands for Fidelity, Bravery, and Integrity. These are the values that drive the organization.Leadership is not a skill set it is rooted in who we are and what matters to us. Our values are defined by what we are willing to struggle for when the chips are down. Its doing the right thing and doing the best we can because that is who w e are.Ultimately, our values define our struggles. When we choose better values, we get better problems to solve. We need to be motivated by something more important and greater than our own happiness. If we are not driven to take our life to the next level by something more than our own selfish desires, we are the definition of a narcissist.TIP When you prioritize good values, you become a better leader because they produces true confidence and genuine humility. Decisions are easier because the answer is always do the right thing.4. KindnessNot all FBI negotiations involve the barrel of a gun. The most successful agents find ways to get along with people, pure and simple.It is rare that an agent can dictate how a relationship is going to unfold. In the movies we hear lines like, OK, this is what youre going to do for me. In reality, we need to look for whats mutually beneficial if were looking to cut a deal or negotiate.The best way to accomplish this is to find common ground, and this is accomplished by being sensitive to the needs of the other person. Exhibiting kindness helps us become a better leader because bullying, extortion, or browbeating rarely gets constructive results.TIP Mentally tough leaders who are kind know how to inspire their people in a way that, in turn, creates a commitment for their mission.5. ToughIt may seem that kindness and toughness are contradictions, but they are actually very compatible. There are times when a leader needs to hold people accountable and draw a clear line that differentiates between acceptable and unacceptable behavior.Great leaders dont worry about being unpopular or making everyone happy. Theyre always reminding themselves that their job is to improve the organization.While rules and standards provide structure for people, tough leaders are not afraid to buck the system to get what they want. They know how to interpret the cultural norms of the office or company and are respectful, yet persistent, in presenting new ideas for projects.It is the mixture of toughness and kindness that opens doors without alienating the standard bearers that have calcified in their corner office desk chair.TIP You become a better leader when you stumble and make mistakes but are tough enough to take control of your reputation and manage the way you are perceived.6. Listening SkillsI didnt know what to expect when the FBI sent me to a training course on hostage negotiation.As an unassuming man stood in front of the class and welcomed everyone in dulcet tones, I was looking around for the hard ass who had talked down a terrorist in New York the week before. The man spoke politely but I didnt listen because I wanted to hear from the hostage negotiatorGuess what? Hewasthe hard ass hostage negotiator. That week I learned the key to agreements, whether you are negotiating with a kidnapper or a client, is that they happen only when both sides are willing to listen.This is a skill that will help us become a better le ader because when we listen, we get insight into how other people think, feel, and behave. It is counterproductive to be aggressive, pushy, and demanding. Instead, good listeners are likable and create an environment that feels both safe and comfortable. They are secure enough that they are not threatened by listening to someone who may have more talent or experience.TIP Its a good idea to repeat what you think you heard the other person say. It lets them know you really are listening, and gives you an opportunity to let their words soak in.7. Emotional IntelligenceThe FBI is not a touchy-feely organization agents prefer terms like competence and persistence to explain their success. The words emotional intelligence rarely escape their lips. Yet face-to-face interviews remain the FBIs top investigative technique.Emotional intelligence is an ability to walk into a room and understand what others might be feeling, and through that insight, communicate to them in effective ways. Awaren ess and curiosity about their own emotions, as well as those of others, place leaders in a stronger position to not only recognize the negative ones but to anticipate how they could spin out of control.TIP Emotional intelligence helps you become a better leader because it enables you to build on relationships with others and then use those relationships to accomplish your goals.I actually have come to learn that the way to evaluate leaders is not from skills through abilities to values but to actually start the other way. If a leader has the right values and the right abilities, they can learn anything. If you hire and promote backwards and start with, so what are their skills? What jobs have they had?- you may miss the fact that they dont have the abilities you need and the values you need- James Comey, Former FBI DirectorThis article was originally published on Larae Quy.