Outside answers

to micro training
needs
CHRISTINE U. IDUL
MTE 2C
TRAINING AND DEVELOPMENT OFFICERS
 SEMINARS AND WORKSHOPS,
 UNIVERSITY AND COLLEGE OFFERINGS,
 PROGRAMS FROM LOCAL TRADE AND NIGHT SCHOOLS
 SELF STUDY, OR CONVENTIONS AND CONFERENCESS

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 AMERICAN SOCIETY FOR TRAINING AND DEVELOPMENT
AND
THE NATIONAL SOCIETY FOR PERFORMANCE AND INSTRUCTION

Largest groups feature local chapters,

regional or national conferences,
publications and seminars or institutes

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 How do T and D
Officers select the
really “right "answer
to the particular
micro training need?
 Primary questions about a workshop or seminar:
YES NO
1. Does the brochure publish learning objectives or
“expected outcomes?”
2. Are those outcomes stated in behavioural terms?
3. Are the behaviour observable, measurable,
reasonable?
4. Is a topical outline included in the
announcement?
5. Does the brochure specify what types of
employees should register? (Nature of position?
Level of position? Experience assumed?)

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 Primary questions about a workshop or seminar:
6. Does the outline provide some time for participants to raise YES NO
issues and ask questions?
7. Does the time schedule look flexible? ( Could it possibly be
completed? Can adapt to the unique needs of individual
participants?)
8. Is there provision for “process feedback” so participants can
let leaders know to what degree their needs of individual
participants?)
9. Does the brochure mention the learning methods which will
be employed?
10. Do those methods involve “action training”…chances for
your trainees to get involved in something other than just
listening and watching?

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 Primary questions about a workshop or seminar:
YES NO
11. Is there workshop time so your trainees can contemplate
ways to apply the learnings back on the job?
12. Does there seem to be an opportunity for your trainees to
access the leaders in small group or one-on-one
conversations?
13. Are the leaders well known to you or to the managers in
the department in which the micro need exists?
14. Have the leaders published on this subject?
15. Have the leaders worked for or consulted with corporate or
bureaucratic organizations, or is their background entirely
academic?

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A reliable seminar
or workshop should
score “yes” on at
least ten of those
questions.

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 A useful list of questions to ask
previous participants at seminars and
workshops would include some of
these:
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o Did you or your participants institute any new policies as a
result of attending ?
o Did you and your participants amend or cancel any old policies
as a result?
o Did you and your participants revise any procedures as a
result of the participation?
o Did participants come home with any product they could
immediately put to use?
o What specific problem was solved as a result of attending this
seminar

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o Have you calculated a dollar payoff from participation?
o If the need still existed. Would you send people to this program
today?
o Did others who attended really reflect the audience appealed to in
the advertising – or did they admit just anyone who paid the
money?
o Should our participants make any special preparation?
o In what ways did your participants make any special preparation?
o In what ways did your participants get special individualized time
and attention form the leaders?

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 Professional guide to
successful meetings
Davis and McCollon
Effective workshop assist them in
selection.
Workshop should help your
employees select the options they
will apply on the job, ypu may need to
go beyond the brochure or printed
description to select from an array
of optional programs, workshops or
seminars.

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How can T and D assure
investments in
university programs?
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 The precise The nature
name of the of the
instructor testing
Check the
The amount programs for the
of time the relevance and The size of
learners will quality the class
be exposed
The nature
of that
exposure

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Identify specific ways in which the learnings will be
applied on the job
Delivering four oral
reports within three
months of completing X percent drop in
a university course in rejects after a welding
public speaking course
X percent increase in
the number of
decisions at meetings
chaired by a manager
who attends a
conference leading
course

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CONTRACTS
Is a business
transaction, with
evaluation criteria
and accountabilities
established at the
start.

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A control system
for solving micro
training needs
1. Eliminates duplicate searches
2. Increases the probability of selecting an effective,
appropriate solution to micro training need.
3. Increases the probability of selecting an appropriately
priced training program
4. Increases the probability that the learnings will actually be
applied on the job. A feedback device can be designed for each
program.
5. Provides a data bank for meeting future micro training
needs.
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6. Establishes a data bank about the quality of vendor’s products
and services.
7. Keeps the immediate superiors of all trainees actively involved
in set ting goals and following up each training investment
8. Makes a statement to the entire organization that training is an
investment which must be justified and evaluated.
9. Provides data to monitor the actual dollars being spend on
training, education, and development.
10. Keep the T and D officer informed about the genuine training
needs

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Thank you!
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