Dear All,
Outbound training is a buzzword now in all the corporates, which takes us offsite rather than having in-house training. It is also important that the company hires a good facilitator who can assess the results of such activities. How can we assess a good facilitator? What tests can we use to evaluate such facilitators?
Thanks,
Manish
From India, Nagpur
17Outbound training is a buzzword now in all the corporates, which takes us offsite rather than having in-house training. It is also important that the company hires a good facilitator who can assess the results of such activities. How can we assess a good facilitator? What tests can we use to evaluate such facilitators?
Thanks,
Manish
From India, Nagpur
Dear Manish,
Employee performance depends on many factors, one of which is individual knowledge and skills. Companies conduct training programs to build these skills and knowledge. Outbound training is one such method, although it may be more of a fashion or fad than a requirement.
In this forum, I challenged HR/Training professionals and Outbound trainers to provide evidence of the effectiveness of outbound training. None came forward. From my personal experience, I can say that the effect of outbound training lasts for about a month before diminishing.
Training companies offer this type of training due to market demand rather than actual client needs.
I recommend reconsidering your decision. If you firmly believe in outbound training, ask the trainer to provide evidence of the impact of their training, how it was measured, and how long-lasting the change was.
Additionally, provide the trainer with measurable goals for the program. Specify what you aim to increase or decrease by what percentage, and on what parameters you will measure success. For example:
a) Employee Satisfaction Index is currently __% in my organization. I aim to increase it by __% post-training and measure it after __ months.
b) Losses from conflicts account for __% of revenue. I aim to decrease this by __% post-training and measure it after __ months.
c) The decisiveness index of managers is __ on a scale of 10. I aim to increase this by __ points after the training and measure it after __ months.
Evaluate the solutions the trainer provides before making a selection.
An alternative selection method is the Kirkpatrick Model, where your role extends beyond the trainer's responsibility from Level II to Level IV.
Recently, an article on employee training was published on CNN. You may find it insightful to read. Here is the link: [Company training programs: What are they really worth? - Fortune Management](http://management.fortune.cnn.com/2011/05/27/company-training-programs-what-are-they-really-worth/)
Dinesh V Divekar
From India, Bangalore
Employee performance depends on many factors, one of which is individual knowledge and skills. Companies conduct training programs to build these skills and knowledge. Outbound training is one such method, although it may be more of a fashion or fad than a requirement.
In this forum, I challenged HR/Training professionals and Outbound trainers to provide evidence of the effectiveness of outbound training. None came forward. From my personal experience, I can say that the effect of outbound training lasts for about a month before diminishing.
Training companies offer this type of training due to market demand rather than actual client needs.
I recommend reconsidering your decision. If you firmly believe in outbound training, ask the trainer to provide evidence of the impact of their training, how it was measured, and how long-lasting the change was.
Additionally, provide the trainer with measurable goals for the program. Specify what you aim to increase or decrease by what percentage, and on what parameters you will measure success. For example:
a) Employee Satisfaction Index is currently __% in my organization. I aim to increase it by __% post-training and measure it after __ months.
b) Losses from conflicts account for __% of revenue. I aim to decrease this by __% post-training and measure it after __ months.
c) The decisiveness index of managers is __ on a scale of 10. I aim to increase this by __ points after the training and measure it after __ months.
Evaluate the solutions the trainer provides before making a selection.
An alternative selection method is the Kirkpatrick Model, where your role extends beyond the trainer's responsibility from Level II to Level IV.
Recently, an article on employee training was published on CNN. You may find it insightful to read. Here is the link: [Company training programs: What are they really worth? - Fortune Management](http://management.fortune.cnn.com/2011/05/27/company-training-programs-what-are-they-really-worth/)
Dinesh V Divekar
From India, Bangalore
Dear Manish,
By the way, a similar question was also asked in another forum. You can visit [LinkedIn - World's Largest Professional Network](http://www.linkedin.com) to read my views. Click [here](http://www.linkedin.com/groups/When-you-hire-Training-Company-22412.S.49417497?qid=52980799-30e7-46f3-adf6-77883f641939) to access the discussion.
Ok...
Dinesh V Divekar
From India, Bangalore
By the way, a similar question was also asked in another forum. You can visit [LinkedIn - World's Largest Professional Network](http://www.linkedin.com) to read my views. Click [here](http://www.linkedin.com/groups/When-you-hire-Training-Company-22412.S.49417497?qid=52980799-30e7-46f3-adf6-77883f641939) to access the discussion.
Ok...
Dinesh V Divekar
From India, Bangalore
Dear Dinesh,
Thanks!
Well, I think that outbound is more fun than learning. However, the experience gained by it is so intense that I do not want to deny its effectiveness. Can such intensity be created by in-house training program on team and leadership?
Regards, Manish
From India, Nagpur
Thanks!
Well, I think that outbound is more fun than learning. However, the experience gained by it is so intense that I do not want to deny its effectiveness. Can such intensity be created by in-house training program on team and leadership?
Regards, Manish
From India, Nagpur
Dear Mr. Divekar,
I would like to differ in the case of OBT. I have been conducting OBTs for the past 2 years and have organized it 4 times for India's largest corporation, and about 10 times for many other well-known private and public sector companies. I strongly believe that learning becomes more deeply and intensely infused through OBT.
Imagine you are explaining David Kolb's experiential learning cycle on a whiteboard in a classroom; on the other hand, explaining it through OBT activity. I believe it is easier to comprehend the concept by actually engaging in it through OBT. The GRIP model can be well explained through OBT.
What is your opinion?
Regards,
Prof. Abhishek Tiwari
From India, Madras
I would like to differ in the case of OBT. I have been conducting OBTs for the past 2 years and have organized it 4 times for India's largest corporation, and about 10 times for many other well-known private and public sector companies. I strongly believe that learning becomes more deeply and intensely infused through OBT.
Imagine you are explaining David Kolb's experiential learning cycle on a whiteboard in a classroom; on the other hand, explaining it through OBT activity. I believe it is easier to comprehend the concept by actually engaging in it through OBT. The GRIP model can be well explained through OBT.
What is your opinion?
Regards,
Prof. Abhishek Tiwari
From India, Madras
Dear Manish,
I would strongly recommend that you read a book by Udai Pareek, who has conducted research on this topic and published his findings. The fundamental purpose of training is to inspire and motivate participants to take action. Facilitators employ various tools to achieve this. Some utilize a combination of tools to ignite inspiration. However, participants also bear a responsibility. Similar to the military, where rigorous training and regular practice are conducted, participants should be placed in an environment that encourages practice as a routine. Only then can the knowledge be ingrained into the subconscious mind and become a habit. Are organizations providing such environments to participants post-training? Many senior executives do not even inquire with employees who have undergone training about its effectiveness and potential implementation in the workplace. They anticipate immediate results, which is unrealistic. The onus is on the trainer, trainees, and the organization to collaborate and drive progress. Relying solely on the trainer for outcomes is not advisable. It is the organization's duty to foster a supportive atmosphere for participants to apply their newly acquired knowledge in the workplace. However, how many organizations actually do this? Without their active involvement, significant progress cannot be expected. Blaming the trainer is not a viable solution to this issue.
A cricket or hockey coach may demonstrate how to handle a spinner or execute a penalty corner a few times, but it is the player who must put in the effort, practice, and deliver results as they are the ones playing on the field, not the coach.
M.J. SUBRAMANYAM, BANGALORE
From India, Bangalore
I would strongly recommend that you read a book by Udai Pareek, who has conducted research on this topic and published his findings. The fundamental purpose of training is to inspire and motivate participants to take action. Facilitators employ various tools to achieve this. Some utilize a combination of tools to ignite inspiration. However, participants also bear a responsibility. Similar to the military, where rigorous training and regular practice are conducted, participants should be placed in an environment that encourages practice as a routine. Only then can the knowledge be ingrained into the subconscious mind and become a habit. Are organizations providing such environments to participants post-training? Many senior executives do not even inquire with employees who have undergone training about its effectiveness and potential implementation in the workplace. They anticipate immediate results, which is unrealistic. The onus is on the trainer, trainees, and the organization to collaborate and drive progress. Relying solely on the trainer for outcomes is not advisable. It is the organization's duty to foster a supportive atmosphere for participants to apply their newly acquired knowledge in the workplace. However, how many organizations actually do this? Without their active involvement, significant progress cannot be expected. Blaming the trainer is not a viable solution to this issue.
A cricket or hockey coach may demonstrate how to handle a spinner or execute a penalty corner a few times, but it is the player who must put in the effort, practice, and deliver results as they are the ones playing on the field, not the coach.
M.J. SUBRAMANYAM, BANGALORE
From India, Bangalore
Thank you all for your replies! By the way, the discussion is shifting towards the effectiveness of OBT and not focused on assessing a good OBT facilitator. Anyway, let's first discuss the effectiveness of OBT. Forum members, please share your views and experiences on it.
Regards,
Manish
From India, Nagpur
Regards,
Manish
From India, Nagpur
Dear Prof. Abhishek Tiwari,
Would you mind sharing the effectiveness of the OBT? Please provide details, at least one evidence out of the 14 OBT assignments that you had on the Kirk Patrick Model or any other model.
Thanks,
Dinesh V Divekar
Dear Mr. Divekar,
I would like to differ in the case of OBT. I have been conducting OBTs for the last 2 years and have conducted it 4 times for India's largest corporation, and about 10 times for many other well-known private and public sector companies. I strongly believe that learning gets infused more deeply and intensely through OBT.
Imagine explaining David Kolb's experiential learning cycle on a whiteboard in the classroom; on the other hand, explaining it through an OBT activity; I believe it is easier to comprehend the concept by actually doing it in an OBT. The GRIP model can be well explained through OBT. What's your opinion?
Regards,
Prof. Abhishek Tiwari
From India, Bangalore
Would you mind sharing the effectiveness of the OBT? Please provide details, at least one evidence out of the 14 OBT assignments that you had on the Kirk Patrick Model or any other model.
Thanks,
Dinesh V Divekar
Dear Mr. Divekar,
I would like to differ in the case of OBT. I have been conducting OBTs for the last 2 years and have conducted it 4 times for India's largest corporation, and about 10 times for many other well-known private and public sector companies. I strongly believe that learning gets infused more deeply and intensely through OBT.
Imagine explaining David Kolb's experiential learning cycle on a whiteboard in the classroom; on the other hand, explaining it through an OBT activity; I believe it is easier to comprehend the concept by actually doing it in an OBT. The GRIP model can be well explained through OBT. What's your opinion?
Regards,
Prof. Abhishek Tiwari
From India, Bangalore
Dear Manish,
Having a rock-solid belief is one thing, and providing evidence is another. You say that "the experience gained by it is so intense that I do not want to deny its effectiveness." We do not conduct training to gain intense experience but to increase the organization's revenue or reduce operational expenditure. I am yet to come across any case study showing the effectiveness of the OBT on these two counts. If you could provide it, I will be happy to change my opinions.
Thanks,
Dinesh V. Divekar
Dear Dinesh,
Thanks! Well, I think that outbound is more fun than learning. However, the experience gained by it is so intense that I do not want to deny its effectiveness. Can such intensity be created by an in-house training program on team and leadership?
Regards,
Manish
From India, Bangalore
Having a rock-solid belief is one thing, and providing evidence is another. You say that "the experience gained by it is so intense that I do not want to deny its effectiveness." We do not conduct training to gain intense experience but to increase the organization's revenue or reduce operational expenditure. I am yet to come across any case study showing the effectiveness of the OBT on these two counts. If you could provide it, I will be happy to change my opinions.
Thanks,
Dinesh V. Divekar
Dear Dinesh,
Thanks! Well, I think that outbound is more fun than learning. However, the experience gained by it is so intense that I do not want to deny its effectiveness. Can such intensity be created by an in-house training program on team and leadership?
Regards,
Manish
From India, Bangalore
Dear Manish,
We can discuss how OBT can be made successful. I feel life is a big EL platform. Just that we hardly devote time to reflect and conceptualize!
My experience says that many participants go in for OBT mostly with mixed motives. Sometimes the bosses or HR want it that way, and sometimes it just happens that way as the facilitator wants a 4.5+ report!
I sometimes recommend a trip to Essel World, ending in a good dinner and drinks, and retiring in cozy AC rooms if one can afford it. We have to understand the basics of Outbound Training first! And then set our expectations. I have seen 400 participants in something like a sports event together, and they call it OBT!
I am talking about this at NMA (Nashik Management Association) soon.
In my opinion, the following are the qualities of a good facilitator. I am still trying to be one fully myself! They are not in order of priority.
1. High energy level. Good language. Humor. Patience. Experience.
2. Minimum talking time. Most trainers love their voice.
3. Follow the "Here and Now" policy. Don't tell stories. Compare companies.
4. Generate maximum discussion from what happened during the activity.
5. Do not participate in the activity or show excitement or get involved.
6. The activity is not important; ignore those tricks and ways to do/solve an activity.
7. Note the behaviors. If needed, make notes and use them as data subsequently.
8. Note the group dynamics. Note patterns. Try noting changes in individuals.
9. Don't get personal. Don't get sarcastic.
10. Good knowledge. Use theories sparingly only when very necessary or demanded.
11. Guide the group as per the expectations.
12. Try and gel with the group; don't even sit in a manner that spots the trainer out.
13. Group size. If it's learning, then 20 is large enough for one facilitator.
14. Fun is a part of learning in OBT, but let it happen automatically.
15. Make notes for self-improvement.
16. Give time to participants to absorb.
17. Plan the activity as per some expectation. Change if on-the-spot situation demands.
18. Make a checklist of the possible outcomes. Keep it handy and keep checking it at intervals.
19. The truth in the eyes of the facilitator. Real-life examples. No bragging/lies, please.
20. Do not get responsible/involved in issues like administration and food. As a trainer, demand good administration. Maximum attention to facilitation.
Thanks. You are welcome to get in touch with me at banerjee_utpal@rediffmail.com or 9403511542.
From India, Nasik
We can discuss how OBT can be made successful. I feel life is a big EL platform. Just that we hardly devote time to reflect and conceptualize!
My experience says that many participants go in for OBT mostly with mixed motives. Sometimes the bosses or HR want it that way, and sometimes it just happens that way as the facilitator wants a 4.5+ report!
I sometimes recommend a trip to Essel World, ending in a good dinner and drinks, and retiring in cozy AC rooms if one can afford it. We have to understand the basics of Outbound Training first! And then set our expectations. I have seen 400 participants in something like a sports event together, and they call it OBT!
I am talking about this at NMA (Nashik Management Association) soon.
In my opinion, the following are the qualities of a good facilitator. I am still trying to be one fully myself! They are not in order of priority.
1. High energy level. Good language. Humor. Patience. Experience.
2. Minimum talking time. Most trainers love their voice.
3. Follow the "Here and Now" policy. Don't tell stories. Compare companies.
4. Generate maximum discussion from what happened during the activity.
5. Do not participate in the activity or show excitement or get involved.
6. The activity is not important; ignore those tricks and ways to do/solve an activity.
7. Note the behaviors. If needed, make notes and use them as data subsequently.
8. Note the group dynamics. Note patterns. Try noting changes in individuals.
9. Don't get personal. Don't get sarcastic.
10. Good knowledge. Use theories sparingly only when very necessary or demanded.
11. Guide the group as per the expectations.
12. Try and gel with the group; don't even sit in a manner that spots the trainer out.
13. Group size. If it's learning, then 20 is large enough for one facilitator.
14. Fun is a part of learning in OBT, but let it happen automatically.
15. Make notes for self-improvement.
16. Give time to participants to absorb.
17. Plan the activity as per some expectation. Change if on-the-spot situation demands.
18. Make a checklist of the possible outcomes. Keep it handy and keep checking it at intervals.
19. The truth in the eyes of the facilitator. Real-life examples. No bragging/lies, please.
20. Do not get responsible/involved in issues like administration and food. As a trainer, demand good administration. Maximum attention to facilitation.
Thanks. You are welcome to get in touch with me at banerjee_utpal@rediffmail.com or 9403511542.
From India, Nasik
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