Financial Times Guide to Business Training, The

Everything you need to know to become a first class business trainer, from working out how people learn, to finding out if you can be a trainer, through to showing you the tools and models that will allow you to be a successful educator and teacher.   The Financial Times Guide to Business Training shows you how to develop, design and deliver outstanding business training. Written by two of the UK’s leading business trainers and based on extensive research into what the best trainers say and do, this book:   · Is a single reference for anyone involved in business training whether you are newly qualified or experienced, a freelance trainer or already embedded in learning and development departments · Provides a comprehensive resource of ideas, tools and approaches · Will help you improve the quality of all aspects of your training needs, including analysis, planning and delivery · Reveals the secrets of outstanding business training so that you can improve your reputation and results · Answers commonly asked questions · Offers support on your training journey via www.ftguidetobusinesstraining.com  

Table of Contents:
Part 1   Introduction   Identifies who the book is for Sets outcomes Creates interest by a self assessment questionnaire Defines differences in a variety of learning interventions – coaching, training, facilitation Answers the question – what is training? Defines benefits for improving as a trainer   1) How do people learn?   Learning models- Honey and Mumford etc Overview of key models Intro to accelerated learning Knowledge transfer   2) It starts with you   Parent /Child – overview of transactional analysis Beliefs &Values Attitude of you as trainer Don’t need to be an expert to be a great trainer Key qualities identified in the modelling research process Personal self-awareness / preferences     3) Anatomy of a bad trainer   Examples of a bad training from the perspective of a participant Identifies all the reasons why training has got a bad name in some quarters Relays personal stories of incompetence Quotes from senior figures in business bad mouthing profession Links to bad experiences at school   Part 2   4) Training needs analysis   Link to sales What happens when needs are not identified Simple templates for use at all levels - Behaviours + skills + attitude Outcome setting + Learning outcomes Importance of focusing on audience   5) Design   The process Building the why? – The importance of grabbing the audience Pacing the audience + audience states Lobbying in advance Creating responsibility and awareness States to support learning     Big + small chunk Introduction to the 4 Mat systems Are you getting in the way of design? – ensuring your own preference does not dominate COMB at start of training – context, objective, map, benefits Importance of environment How to rehearse – rehearse like mad and then look as though it is spontaneous     Part 3   6) Delivery   Links to stand up comedy Building Rapport &Establishing credibility Credentials / qualifications Your voice Body Language Feedback to self / from others Maximising engagement Ice breakers Different methods of delivery – tell/ group/ small group / case study / individual / exercises Managing groups Exercises – planning / structure / facilitation Engagement – questions / Stories and metaphors / other ideas Group discussions Use of space Handling different types – identification and then how Working with different cultures Handling the hecklers   7) Blended approach   Definition Benefits of blended Pre-seminar work The role of e-learning and technology Follow up and reflective learning logs   8) Assessing impact   Why measure? The challenges ROE (return on investment vs. Return on expectation) Feedback and evaluation – specific model Kirkpatrick model Reflecting on training – why and how?     9) Working with external trainers   How to be a great client Using external trainers Value for money vs. collaborative approach Working with procurement Budgeting Negotiation   10) Putting it all together and action planning   Importa