| Training or Development? |
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There is an enormous difference between 'development training' and conventional 'skills training' and so it is important to be clear about the broad definitions. Here we give you an overview of the definition and benefits of development training with Milecastle Consultancy and compare its definition to simple skills training. Development Training(a) Although general results are predictable, specific outcomes are unpredictable, depending on the agenda that the individual has set her/himself. In addition, there are usually surprising bonus results that the participant had not anticipated. For example: a demotivated employee may have previously set themselves goals for leaving the organisation, only to discover a new interest and motivation in their present job. (b) In development training, the participant sets his/her own agenda within the broad parameters of the course. The trainer may not even know what issues the participant is working on, so the trainers role is to provide a process and environment to enable the participant to tackle their own issues. In this way, the trainer becomes as much a catalyst as a conveyor of skills or knowledge. (c) Participants are usually self-nominating. However experienced and skilled the trainer, no-one can force another person to develop themselves - they must want to do it. This is not to say that people cannot be won round. Initial reluctance is often because of personal insecurity and self-consciousness to the extent of lack of confidence - which may be the very reason such a person has become a participant in the programme in the first place! (d) There is no deficiency culture in development training. Participants are almost always already fine and doing well (although other people, possibly line-managers, can see that the participant may be hiding their light under a bushel). Development training makes this assumption. The job of the development trainer is to develop the person further - in whatever way the person chooses as being appropriate for them at the time and in their circumstances. (e) Results will range more widely over the whole spectrum of participants lives. Many results are immediate, with participants reporting results after just one workshop. For example, speaking up at a meeting or handling a difficult situation better. Further results will come to fruition over several years. For example, gaining a degree, setting up a successful business, reaching senior management. Conventional Training(a) Has a predictable outcome that is often easily measurable e.g. computer training, skills training, technical training. The trainer can predict the knowledge and/or abilities that the participant will have at the end of the course. (b) The agenda is set by the trainer, whose responsibility is to ensure that all participants experience it. (c) Participants can be sent on training either reluctantly or even against their will. As long as they more-or-less participate, they will get something out of the course. (d) There can be a 'deficiency' culture, that is, someone is sent on a course because they are seen as being lacking or deficient in some way, and they need to improve. (e) Results can be immediately and precisely applicable to the organisations needs. For example, if a middle manager needs to learn how to be interviewed for television, a media skills course is likely to do the trick and the results immediately applied.
Milecastle Consultancy specialise in development training, concentrating on the individual participant’s needs, values, skills and aspirations. Development training with Milecastle and the Springboard, Spring Forward, Navigator programmes can give you significant and measurable beneficial changes for you and your workers.
Putting Passion, Energy And Enthusiasm Into Helping You Reach Your Professional And Personal Milestones And Your Organisation Develop Its Internal Talent
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