Developing a Holistic Corporate Training Strategy – Interview with Arthur Carmazzi
Developing a Holistic Corporate Training Strategy
Factors HR managers need to consider when building corporate training programmes
Question 1) In your experience, how has corporate training needs evolved? (Are they getting more/less important/popular, etc.) What is driving this trend? What types of training is becoming more popular and why?
Arthur: Skill is only a small part of what makes a valuable employee (14% to 22% according to a 1968 Stanford study). The key factors are attitude and the maintenance of the attitude. So basically, we are dealing with emotions and how they affect not only individual performance, but group performance. So in today’s society, there are drastic changes in how people get their emotional gratifications fulfilled. Mobile phones, texting, Facebook and other social media has made it easier to gain a fast fix of emotional gratification unrelated to the job… PLUS, communication is so fast these days, that change is faster than ever… thus HR leaders now have new challenges: How to create a work environment that supports the success of its people and provide the emotional gratifications to support engagement and implementation of Change that is required!
So training Needs MUST have the emotional component, the flexibility for change and the processes to not only teach skills, but to identify the environmental factors that affect implementation of these skills.
Question 2) What are the different types of training that a HR manager should think about? (Professional, professional, skill-based, leadership, fun/social etc)
Describe what each one entails and why this is important in the holistic scheme of things. Give examples of each.
Arthur: Training, all training whether it is hard skill or soft skill, MUST have elements of a psychology foundation and how the learning affects and applies to Group Dynamics (most people do not work alone and their skills need to coordinate with others workers or department or even organizational objectives).
The other important factor in choosing training is that different people physically process information and the world around them differently. This means that if a training program is designed and/or delivered by a person who only looks at the training and concepts from his/her perspectives, and the delivery, materials and multimedia follow the same process, that there will be a discrepancy in learning from many of the participants… Training MUST take into account multiple brain communication processes in order to be effective across an entire group of participants.
The most effective training is multi-faceted with “experience” involving MUCH more than discussion or games with little relevance to the objectives. It MUST have implementation strategies and emotional connection to those strategies Throughout the training, not only at the end. Learning from the beginning of the training MUST connect to each learning that is after it and be reinforced throughout the program. Research has proven Emotion supports memory and the more good OR bad feelings trainers can create to their learning, the easier it is to retain the information… attaching PERSONAL emotional gratification to the Implementation of each learning through a reflective process also affects implementation.
Peter Senge’s Learning Organization processes are one methodology that takes many of these into consideration as it develops people and their personal success through a group process. This process affects the working environment to be affected and thus leverage the training results.
Example: When an organization applies Senge’s 5th discipline, people come together as a unified force to affect organizational culture. Everyone (well almost) becomes involved and people unite toward being better in through their organization.
Implementation of 5th discipline initiatives has positively affected organizational culture in less than 1 year of implementation.
Directive Communication Group Dynamics Psychology is another discipline that is designed for Training (as mentioned above) as well as Organizational Development. It incorporates the Colored Brain psychometric model to make sure that all Brain Processors are included and maintains motivational psychology throughout the entire training process to improve implementation. Directive Communication has also developed a series of proprietary tools that build and reinforce learning and emotional connections to the learning for better retention and action. Also, since Directive Communication Psychology is an applied Group Dynamics methodology designed for Organizational Development, every learning and exercise is tied to the incorporation into a group setting to affect the overall working environment to leverage training results to affect organizational culture.
Example: After a Directive Communication based course such as the HERO’S WAY holistic leadership program (incorporating multiple facets and psychology of what is required to lead well in today’s society), leaders already have an implementable process they have created and are excited to apply it in their organizations to affect their department’s culture and effectiveness. The results are a unified group with a common purpose that is engaged. Leaders bring with them the Directive Communication tools and processes to support them. A 2007 study indicated that Directive Communication workshops got 42% more retention and 38% more implementation than other experiential based workshops.
DC Training Tools
Directive Communication has also been used in Culture Change initiatives that resulted in visible culture transformation in less than 80 days.
Question 3) When it comes to training, how can HR managers weight the benefits of in-house versus external vendors?
Arthur: To answer this, you must look at the commercial side of it. To create a public course, event organizers must make an enticing but generic program. Then they must charge enough to compensate for advertising and marketing as well as making a profit. So on a per person basis, it becomes very expensive. And then the is the “Being on the same page” factor. When you send 1 to 3 people to a public workshop, they come back with new ideas they want to try, if the trainer and training methodology were good, the participants are motivated… there is only one problem (ok two), no one else went to the training, no one else got the motivation and no one else is convinced, so the power of environment wins again and what could have been a great asset, becomes another cool idea that never got implemented because there were not enough people that bought into it. The second problem is that other people may have had Different Training and have very different ideas of what should be done, so often what happens is NOTHING gets done due to the politics and people just giving up because its too much hassle.
On the other hand if say 20 or 30 of your people (who have access to each other) attend the same class, they have a support group to make things happen, they can apply what they have learned and compare notes on progress, they can hold each other to objective related commitments. They speak the same language and have the same vision to improve personal and organizational success. And, depending of the type of training, they may be able to leverage the core methods to other training… saving time and effort in other disciplines. The DC360 System uses the core training methodology.
Question 4) What must HR managers keep in mind when developing a programme to ensure all levels of the organisation are looked after?
Arthur: HR is not only responsible for arranging training, but to promote training to their stakeholders. So, when HR partners with the marketing guys, there is a winning combination (unless of course the course provider provides this service). Most of the new staff will welcome training but the higher you go, the more training they have had and with their busy schedule, the last thing they want is the same old stuff regurgitated into a new title. They MUST have something NEW, something they have not learned and it must seem relevant to solving THEIR problems. Of course if the training program does meet the criteria, HR still needs to promote it and get them excited that, YES, This Training, IS the one that will SOLVE their Problems (ok, some of their problems)!
Question 5) What are the basic components (checklist) to consider when selecting courses and vendors?
Arthur:
o MUST have the emotional component, the flexibility for change and the processes to not only teach skills, but to identify the environmental factors that affect implementation of these skills.
o MUST have implementation strategies and emotional connection to those strategies Throughout the training, not only at the end.
o MUST connect to each learning from the beginning to the end and reinforce it throughout the program.
o Training methodologies or certifications MUST be accredited, you don’t want someone reading a book and calling themselves an expert. Organizations like the American Institute of Business Psychology and Accrediting Council for Continuing Education & Training are independent bodies that assure organizations get what they are paying for.
o They should have video testimonials of participants, written testimonials are often questionable but video is verifiable.
I will actually be doing a webinar regularly over the next few months giving more detail on these factors if you would like to link your audience to it… it is free: http://www.ewebinars.com/634/3nqtaqala9/webinar-register.php
Vahini R Muniganti
this blog gives a precise solution with valuable strategies on HR training needs. Thank you for sharing Arthur
Rishi Raj S
I highly recommend the fifth discipline by peter sange , it an amazing book on how passive feedback and active feedback work for anybody in an organization and how it promotes organizational learning .
It is very true as said by Arthur that any training let it be hard skill or soft skill should have a psychological approach or it may not have the impact on trainees, specially the group dynamism and colored brain theory
At a time when the world is going through tough financial and economic situation, it is very essential for the corporate and the public sector look at trainings in a new approach, it is every trainers responsibility to take the charge of the situation and head on with training managers, it’s not about cost cutting that they should be worried about but savings a lot of savings and gains that a company will incur by adopting such approach.
Vedika
Thank you Arthur.for the precise yet extensive guide for HR training solutions.
Ong Hong Him
Employee training and development should begin with a training need analysis, i.e. TNA.
The essentials of adult education would include the learning pathways, learning curriculum and outcomes, curriculum development, instructional development, and training providers.
Learning must eventually lead to performance improvement.
HR Managers should also look at Competency-based learning, which would include team building, effective leadership, effective communication, motivation, goal setting, and the other soft skills which I believe are entrenched in the DCI learning programs.
Continuing education is important if you want to remain relevant and competent in your working career.
Cheers!
Aalok
Arthur, a great write up on the nuances and needs of trainings in any organisation. True to the explanation in the write up, DC Psychology is a complete solution to the Human Capital. The best part is that DC brings to fore the “Whole Brain Thinking Concept” that gets the subject a much deeper imprint in the sub-concious mind of an individual, and thus a better retention and imbibing.
Sarfaraz Lakhani
The efficacy of training programs has always been questions and some have just been a completion of a budgeted or a planned activity. Bringing in the emotional connect is what is missing out in most trainings.
The ability of the trainer to be able to connect with each and every trainee is important. It is always important to spare some time at the begining of the session to identify individual trainees expectations and evaluate if it was fulfilled at the end.
Most importantly, trainees or participants do have queries and the trainer politely requests that they shall be addressed at the end. Typically, it is better that response to such queries is provided immediately else, the person who has raised the questions stays in a distracted mode till the end. By closing time, the session either over-runs its scheduled time, the trainer wraps up and skips topics which could be of crucial importance and due to paucity of time, does not remember to respond to those pending queries. This is also emotional connect.
Happy Learning!
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“Training MUST take into account multiple brain communication processes in order to be effective across an entire group of participants.”
Wow, mind-blowing interview again with Arthur Carmazzi!
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Wow! oh wow! another amazing interview with Mr. Arthur Carmazzi! wanting for more because not just you’ll learn, you’ll also understand the leadership development and organizational culture.
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Worth reading! It’s quite a lot but I learned so much from how we’re gonna handle our employees to how we’re gonna treat our business. Will look for more of your blogs especially right now I need all the guidance from your articles Arthur Carmazzi, you seemed to know what we need for the HR training and leadership development. Rooting for more of this!
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For the first few words of Arthur Carmazzi’s article, I did not feel that I was really getting any new information. However, the latter portion of the article went into more specific examples of how great leaders have changed the face of their companies by focusing on how, and why and what, things like that, anyways this is indeed interesting.
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Arthur Carmazzi is right by saying that it’s not the skill, attitude is and how that person maintains it. That line is powerful. This should be discussed in leadership development training around the world. Deserves to be shared!
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Once you are in the DC family, you have a complete grasp of the content, training methodology, and consulting initiatives.
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A great strategist also takes the time to teach strategy in the organization. It requires a holistic approach.
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Devising a great strategy will only take you so far. The ability to execute and lead a strategy is the key differentiator.
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The article is a good read. The basic ideas are explained quite quickly, also, Arthur Carmazzi’s article does a good job of illustrating these ideas in different ways focusing more on leadership development.
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As nicely because the training, you get a training suite that comes with bonuses, This holistic approach to strategy was instilled throughout the program.
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amazing how arthur carmazzi explained This requires leadership, change management and communication skills.
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The awareness level is critical. You don’t want to have meetings related to strategy and everyone shares the same opinions and thinks the same. This one is awesome from arthur Carmazzi
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as always, Arthur carmazzi, teachings related to value creation and the strategy diamond for leadership development.
Making Changes
We’ve got processes for making changes to the website, answering customer inquiries and even emergency procedures. Processes eliminate questions like, “How do we do X,” or “When do we do Y?” Having a process or set of processes in place gives your team the power to operate on their own and in the same manner that you would. The processes are what will allow your business to scale from one to five, and then 20 employees. Over time, we’ve seen our processes help us grow from 20 to 100 people.
Good Article
This is such a good article it is beneficial to enhance my corporate training knowledge. I will sure take note of this and will be looking forward to more of such as this articles. Thank you so much.
Own & Unique
It is either starts with WHY or HOW they are both helpful and useful in a very different way. Each and every company have their own and unique organizational culture. However, I found this blog of yours Sir Arthur very interesting and helpful so I’ll be going with “START WITH HOW”.
Psychological Approach
It is very true as said by Arthur that any training let it be hard skill or soft skill should have a psychological approach or it may not have the impact on trainees, especially the group dynamism and colored brain theory.
Training & Development
Learning must eventually lead to performance improvement. Employee training and development should begin with a training need analysis. The essentials of adult education would include the learning pathways, learning curriculum and outcomes, curriculum development, instructional development, and training providers.
Standard Process
A standard process control can avert potentially costly mistakes for a company. For example, a steel pipe company can produce a great variety of steel pipes such as galvanized steel pipe or black steel pipe in a day and the specifications are also different one another. By the measure of process control, the sizes of steel pipe will be more precise which can avoid potential questions. Besides, process control requires a complete monitoring which can find problems in advance. The process control will allow a company change to fix problems early which will become a significant problem later. You are amazing as always Arthur Carmazzi.
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This is a really good tip particularly to those fresh to the blogosphere.
Brief but very precise info… Appreciate your sharing this one.
A must read article!
Important Part
Considered as one of the core and important part of an organization is its training strategy. It is where you’ll introduce your company culture to the new employees and will be the key for them to embrace it. I am very grateful for this knowledge sir Arthur Carmazzi!
Skills vs Attitude
I love what you’ve said about “Skill is only a small part of what makes a valuable employee”. I also believe that behavior, cooperation, attitude and being a team player is much needed in hiring an employee. People should know how to play with the team. You are so amazing as always Arthur Carmazzi.
Expanding Knowledge
Training presents a prime opportunity to expand the knowledge base of all employees, but many employers find the development opportunities expensive. Employees also miss out on work time while attending training sessions, which may delay the completion of projects. Despite the potential drawbacks, training and development provide both the company as a whole and the individual employees with benefits that make the cost and time a worthwhile investment.
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When working in the mental health field our company’s organizational culture was one of caring and compassion at all times
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When I am looking for a job it is important to me to judge the organizational culture and decide if it is a place I will feel happy at.
Very Informative
Very informative and very helpful tips to be considered by the HR managers or when it comes to the HR side that will help the organization’s culture to improve. You are amazing as always Sir Arthur Carmazzi!
Sara demetri
Your culture shapes the beliefs and, ultimately, the behavior of employees. Arthur Carmazzi Cultivating a mindset where employees not only have a strong desire to learn but also want to share their knowledge with others should start at the top, with leadership support, and permeate the organizational culture.
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Educate employees on the importance of training, and encourage them to seek opportunities to learn both formally and informally about organizational culture. Enable a culture of continuous learning and development.
Training Strategies
I have been surfing online more than 2 hours today, yet I never found any interesting article like yours. It is pretty worth enough for me.
In my opinion, if all webmasters and bloggers made good content as you did, the internet will be much more useful than ever before. By the way, this blog that concerns about training strategies will surely help people in regards to their company culture. Thank you so much for this Arthur Carmazzi!
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That leadership development strategy sounds great Arthur Carmazzi, Unfortunately, many managers and organizations are stuck in a reactive model. They wait until they see problems with their employees and use those problems as the basis for establishing the need for training.
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Amazing guy always, Mr. Arthur Carmazzi, A great strategist also takes the time to teach strategy in the organizational culture. It requires a holistic approach
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Today’s managers and leaders are faced with the daunting task of trying to lead their leadership training through these rapidly changing times. They are faced with a number of tough questions: How do I ensure I have the right employees with the right skills?
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In today’s business environment, staying ahead of the curve can be extremely challenging. I like how Arthur Carmazzi explained some things here
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with more technology and automation, new business models, evolving product and service offerings, and ever-increasing customer expectations
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Arthur Carmazzi is really the man in developing leadership training. In today’s business environment, staying ahead of the curve can be extremely challenging.
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A holistic approach to learning and development starts with establishing a strategy that is clearly defined and understood. Invest the time in establishing a charter that covers all areas of learning and development, including scope of leadership training, who provides it, I believe Arthur Carmazzi have a training like this.
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A holistic approach to learning and leadership development starts with establishing a strategy that is clearly defined and understood. The strategy sets the mission and vision of Arthur Carmazzi.
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I do consider all of the ideas you have said arthur carmazzi, still the best when it’s about organizational culture.
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A great strategist also takes the time to teach strategy in the organization. It requires a holistic approach.
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behaviors are the most powerful determinant of real change. What people actually do matters more than what they say or believe. Thanks for this amazing interview with Arthur Carmazzi
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Yet,like Arthur Carmazzi, while leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way.
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Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior
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Amazingly explained, arthur carmazzi. .
Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction.
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When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.
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providing impressive evidence of the role of organizational culture in improving performance.
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Oh my such a wonderful intervew with arthur carmazzi, Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for changing minds will need to be put in play.
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In general, the most fruitful success strategy is to begin with leadership tools, including a vision or story of the future, cement the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails.
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With a changing company culture style, you focus on organizing, supporting, and developing your team members. This participatory style encourages good teamwork and creative collaboration.
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It also shows how each leadership development can affect the emotions of your team members. Thanks for the interview with Arthur Carmazzi.
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The awareness level is critical. You don’t want to have meetings related to strategy and everyone shares the same opinions and thinks the same. You want to drive discussions that force people to think outside of the box and see things from others’ perspective. Thanks Arthur Carmazzi
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I was able to bring in this mentality during our strategy creation process. This wasn’t necessarily new thinking to me, but the program reinforced this message and gave me the confidence to keep pushing this way of working.