Dear All,
Outbound training is a buzz word now in all the corporates which takes us offsite rather having inhouse training.
It is also important the company hire a good facilitator who can assess the results of such activities. How we can assess a good facilitator? What is the test to assess such facilitators?
Thanks
Manish
From India, Nagpur
16Outbound training is a buzz word now in all the corporates which takes us offsite rather having inhouse training.
It is also important the company hire a good facilitator who can assess the results of such activities. How we can assess a good facilitator? What is the test to assess such facilitators?
Thanks
Manish
From India, Nagpur
Dear Manish,
Employee performance depends on so many factors. Of that one factor is individual knowledge and skills. To build those skills and knowledge, company's conduct the training programme. Outbound training is one such method. However, it is more fashion or fad than requirement.
In this very forum, I had challenged HR/Training professionals or Outbound trainers to provide evidence of the effectiveness of the outbound training. None came forward. In my personal experience I can say that effect of outbound training remains for a month of so and thereafter it diminishes.
Training companies provide this type of training because of the market demand and they don't sell because their client actually needs it.
I recommend you to re-consider your decision. However, if you have rock solid belief on outbound training then you ask the outbound trainer to provide evidence of change that his/her training brought in, how this change was measured and how long this change lasted.
Secondly, from your side you need to do homework and give this trainer measurable goal statement for this programme. You must mention what is that you wish to increase or decrease and by what per cent? On what parameters you had done this measurement? Examples of this are as below:
a) Employee Satisfaction Index is ____ % in my organisation. Post training, I want to increase it by ____% I will do measurement after ___ months.
b) Losses caused by conflict in my organisation are ____ % of revenue. Because of this training I want to decrease it by ___% I will do measurement after ___ months.
c) Index of decisiveness of managers is ___ on a scale of 10. I want to increase this index by ___ points after this training. I will do measurement after ___ months.
Find out what solutions trainer gives and then do the selection.
Second method of selection is our age old Kirk Patrick Model. But then here your role is far more than trainer's as trainer is responsible for Level I only and from Level II to Level IV, you will be responsible.
By the way, recently there was article in CNN on employee training. Check the following link to read it:
Company training programs: What are they really worth? - Fortune Management
Ok...
Dinesh V Divekar
.
From India, Bangalore
Employee performance depends on so many factors. Of that one factor is individual knowledge and skills. To build those skills and knowledge, company's conduct the training programme. Outbound training is one such method. However, it is more fashion or fad than requirement.
In this very forum, I had challenged HR/Training professionals or Outbound trainers to provide evidence of the effectiveness of the outbound training. None came forward. In my personal experience I can say that effect of outbound training remains for a month of so and thereafter it diminishes.
Training companies provide this type of training because of the market demand and they don't sell because their client actually needs it.
I recommend you to re-consider your decision. However, if you have rock solid belief on outbound training then you ask the outbound trainer to provide evidence of change that his/her training brought in, how this change was measured and how long this change lasted.
Secondly, from your side you need to do homework and give this trainer measurable goal statement for this programme. You must mention what is that you wish to increase or decrease and by what per cent? On what parameters you had done this measurement? Examples of this are as below:
a) Employee Satisfaction Index is ____ % in my organisation. Post training, I want to increase it by ____% I will do measurement after ___ months.
b) Losses caused by conflict in my organisation are ____ % of revenue. Because of this training I want to decrease it by ___% I will do measurement after ___ months.
c) Index of decisiveness of managers is ___ on a scale of 10. I want to increase this index by ___ points after this training. I will do measurement after ___ months.
Find out what solutions trainer gives and then do the selection.
Second method of selection is our age old Kirk Patrick Model. But then here your role is far more than trainer's as trainer is responsible for Level I only and from Level II to Level IV, you will be responsible.
By the way, recently there was article in CNN on employee training. Check the following link to read it:
Company training programs: What are they really worth? - Fortune Management
Ok...
Dinesh V Divekar
.
From India, Bangalore
Dear Manish,
By the way similar question was also asked in another forum LinkedIn - World's Largest Professional Network Click here to read my views.
Ok...
Dinesh V Divekar
.
From India, Bangalore
By the way similar question was also asked in another forum LinkedIn - World's Largest Professional Network Click here to read my views.
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 inhouse 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 inhouse training program on team and leadership?
Regards
Manish
From India, Nagpur
Dear Mr. Divekar,
I would like to differ in case of OBT. I have been conducting OBTs' since last 2 years and have conducted it 4 times for India's largest corporation, and about 10 times for many other known PVT. and PSU companies. I strongly believe that learning gets infused more deep and intense through OBT.
Imagine, you are explaining David Kolb's experiential learning cycle on white board in classroom; on the other hand explaining it through OBT activity; I believe it is easy to comprehend the concept by actually doing it on OBT. GRIP model can be well explained through OBT.
What's ur opinion?
Regards,
Prof. Abhishek Tiwari
From India, Madras
I would like to differ in case of OBT. I have been conducting OBTs' since last 2 years and have conducted it 4 times for India's largest corporation, and about 10 times for many other known PVT. and PSU companies. I strongly believe that learning gets infused more deep and intense through OBT.
Imagine, you are explaining David Kolb's experiential learning cycle on white board in classroom; on the other hand explaining it through OBT activity; I believe it is easy to comprehend the concept by actually doing it on OBT. GRIP model can be well explained through OBT.
What's ur opinion?
Regards,
Prof. Abhishek Tiwari
From India, Madras
Dear Manish,
I would strongly recommend to you to read a book by Udai Pareek who has done research on this and published his findings.The basic purpose of training is to inspire and motivate participants to action. Facilitators use so many tools to do this. Some use a combination of tools to get them inspired. But the participants also have a duty. Like in army, where they grill and regular practice is done, the participants also should be provided an environment where they have to practice and do this as a regular ritual. Then only it can be pushed into the subconscious mind and it becomes a habit. But are the organisations providing this type of environment to the participants after training? Many of the top boss even do not ask the employees who have undergone training whether it was useful and can be implemented at the work place? They expect magic immediately which doesn't happen. The trainer, trainees as well as the organisation have to join together to make things happen. Expecting from the trainer to produce the results is not a good idea. The organisation has a responsibility to create a conducive atmosphere to the participants to implement learnt things in their organisations. But how many do this? Unless they also join nothing worthwhile can be expected. And blaming the trainer is not a solution at all to this problem.
A cricket or hockey coach can teach how to handle a spinner or shoot a penalty corner two or three times, but it is the player who has to sweat and practice and produce the result because he will be the person playing on the ground. Not the coach.
M.J. SUBRAMANYAM, BANGALORE
From India, Bangalore
I would strongly recommend to you to read a book by Udai Pareek who has done research on this and published his findings.The basic purpose of training is to inspire and motivate participants to action. Facilitators use so many tools to do this. Some use a combination of tools to get them inspired. But the participants also have a duty. Like in army, where they grill and regular practice is done, the participants also should be provided an environment where they have to practice and do this as a regular ritual. Then only it can be pushed into the subconscious mind and it becomes a habit. But are the organisations providing this type of environment to the participants after training? Many of the top boss even do not ask the employees who have undergone training whether it was useful and can be implemented at the work place? They expect magic immediately which doesn't happen. The trainer, trainees as well as the organisation have to join together to make things happen. Expecting from the trainer to produce the results is not a good idea. The organisation has a responsibility to create a conducive atmosphere to the participants to implement learnt things in their organisations. But how many do this? Unless they also join nothing worthwhile can be expected. And blaming the trainer is not a solution at all to this problem.
A cricket or hockey coach can teach how to handle a spinner or shoot a penalty corner two or three times, but it is the player who has to sweat and practice and produce the result because he will be the person playing on the ground. Not the coach.
M.J. SUBRAMANYAM, BANGALORE
From India, Bangalore
Thanks all for your reply!
By the way, the discussion is shifting towards effectiveness of OBT and not focussed on assessing a good OBT facilitator.
Anyway, let's first discuss about effectiveness of OBT. Forum members, please share your views, experience on it.
Regards
Manish
From India, Nagpur
By the way, the discussion is shifting towards effectiveness of OBT and not focussed on assessing a good OBT facilitator.
Anyway, let's first discuss about effectiveness of OBT. Forum members, please share your views, experience on it.
Regards
Manish
From India, Nagpur
Dear Prof. Abhishek Tiwari,
Would you mind to share the effectiveness of the OBT? Please provide details at least one evidence out of 14 OBT assignments that you had on Kirk Patrick Model or any other model.
Thanks,
Dinesh V Divekar
Dear Mr. Divekar,
I would like to differ in case of OBT. I have been conducting OBTs' since last 2 years and have conducted it 4 times for India's largest corporation, and about 10 times for many other known PVT. and PSU companies. I strongly believe that learning gets infused more deep and intense through OBT.
Imagine, you are explaining David Kolb's experiential learning cycle on white board in classroom; on the other hand explaining it through OBT activity; I believe it is easy to comprehend the concept by actually doing it on OBT. GRIP model can be well explained through OBT.
What's ur opinion?
Regards,
Prof. Abhishek Tiwari
From India, Bangalore
Would you mind to share the effectiveness of the OBT? Please provide details at least one evidence out of 14 OBT assignments that you had on Kirk Patrick Model or any other model.
Thanks,
Dinesh V Divekar
Dear Mr. Divekar,
I would like to differ in case of OBT. I have been conducting OBTs' since last 2 years and have conducted it 4 times for India's largest corporation, and about 10 times for many other known PVT. and PSU companies. I strongly believe that learning gets infused more deep and intense through OBT.
Imagine, you are explaining David Kolb's experiential learning cycle on white board in classroom; on the other hand explaining it through OBT activity; I believe it is easy to comprehend the concept by actually doing it on OBT. GRIP model can be well explained through OBT.
What's ur opinion?
Regards,
Prof. Abhishek Tiwari
From India, Bangalore
Dear Manish,
Having 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 for gaining intense experience but to increase organisation's revenue or reduce operational expenditure.
I am yet to come across with any case study showing 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 inhouse training program on team and leadership?
Regards
Manish
From India, Bangalore
Having 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 for gaining intense experience but to increase organisation's revenue or reduce operational expenditure.
I am yet to come across with any case study showing 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 inhouse training program on team and leadership?
Regards
Manish
From India, Bangalore
Dear Manish,
We can discuss as to 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 / 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 the Essel World, ending in a good dinner and drinks and retire 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 on this at NMA (Nashik management Association) soon.
In my opinion 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. Need be make notes use these 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 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 check list 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 as to 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 / 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 the Essel World, ending in a good dinner and drinks and retire 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 on this at NMA (Nashik management Association) soon.
In my opinion 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. Need be make notes use these 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 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 check list 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
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Good posture.ppt
It’s all about good LEADERSHIP.pdf