Research shows that 12 is the perfect number for a training group. Attendees can be split into 2, 3, 4, or 6 groups for discussion and activities. Also, people are more likely to open up and express themselves in a small group.
Our courses are packed full of activities designed to cater for different learning styles. After each section of information delivery, there are activities, group work, discussions, relevant games etc. It is very important that the attendees learn the skills that they are there to learn. Our courses are lively and enjoyable as well as being practical and informative. There are three main learning styles, visual, auditory and kinaesthetic. All three styles are catered for in our dynamic, instructive and entertaining workshops.
Before the workshop, we liaise with the decision maker to ensure that what we will cover is what your business needs. We take time to listen, and we design or adjust the courses to suit those needs. We also tailor the course to the group’s level and experience. Our trainers are also experienced and flexible enough to alter the content or the level on the day if it seems appropriate.
This depends on the course being run and the relationship that the managers have with their staff. If it is a good, open relationship, it is often a good idea to have the manager at the workshop. The manager can then reinforce the learned skills later on.
Sometimes, it is counter-productive to have senior management present. Delegates may feel that they are being judged, and may hesitate in opening up. Any apprehension works against an effective learning environment, so this must be taken into account. A successful approach is to run a separate workshop for the managers so they can appreciate the new skill set that their people have acquired.
Employees really respond to continuous training. They feel that they are valued and bring this positive vibe back into the workplace. It would be ideal to have training once a month, for maybe half a day—or, if this is not possible, a full day of training once a quarter.
We ask delegates to fill in an evaluation and a personal action plan at the end of the training session. Our team tabulates the results in terms of the trainer’s delivery skills, the content, the perceived value of the training, the venue etc. If appropriate, managers also see the action plans. This would be to assist the delegates in putting their new skills to use.
The trainer will follow up with the managers after a few weeks and again after a few months, to see how the delegates are going. Delegates also have email access to the trainers after the course is complete.
