This is neither new nor a complicated science, yet how often do we see the above flow proceed in reverse? The training department receives a request for a particular type of training, hurriedly cobbles something together for delivery at short notice and then, when it transpires that little has changed in the workplace, is criticised for delivering an ineffective programme. Many organisations continue to adopt this smorgasbord approach to training, saying they want a bit of this and a bit of that and choosing what someone else has used before or whatever happens to be around at the time. The performance consulting method advocated here turns this traditional approach on its head. You can ensure that training leads to real workplace behaviour change through starting the front-end analysis at the finish line, with a clear specification of the organisational goals.
This is neither new nor a complicated science, yet how often do we see the above flow proceed in reverse? The training department receives a request for a particular type of training, hurriedly cobbles something together for delivery at short notice and then, when it transpires that little has changed in the workplace, is criticised for delivering an ineffective programme. Many organisations continue to adopt this smorgasbord approach to training, saying they want a bit of this and a bit of that and choosing what someone else has used before or whatever happens to be around at the time. The performance consulting method advocated here turns this traditional approach on its head. You can ensure that training leads to real workplace behaviour change through starting the front-end analysis at the finish line, with a clear specification of the organisational goals.
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