The 10 Commandments of Training

www.humancapitalonline.com 18 September 2013

COVER STORY

Rohit, the trainer, enteredthe conference roomlooking pensive,pondering who his new

bunch of trainees would be. He hadbeen engaged by the clientcompany to conduct a two-dayworkshop on team-building skills.The conference room wasequipped with every possible hi-tech training inventory to assist him.The decision to conduct the sessioncame as a result of the company'semployee satisfaction scores whichclearly indicated lack of teambonding. Hence, the companyhoped that this measure would helpto bring some kind of a radicalchange in the next year's EmployeeSatisfaction Index. As Rohit steppedin, a class full of curious looking

BY SANNITA CHAKRABORTY SAHA

TenCommandments

of TrainingWhile training occupies a top spot in the HR agenda

for most organizations, ironically, its impact on the bottomline

remains questionable most of the times. The answer lies in

better structure, sharper vision on the end goals and a

tighter focus on the cardinal rules of the game.

faces stared at him expecting aboring download on team building.Luckily, Rohit managed to grab theirattention with his witty stories, senseof humour and exciting games,which were built into his trainingmodule. The session ended, theparticipants looked happy and it wasbusiness as usual. While thecompany assumed that the trainingwas enough to drive home the senseof team-building, for Rohit, well itwas just another session and lifemoved on

There would have been a certaintwist in the tale if Rohit had treatedthe culmination of the training eventas the very beginning of the journey.The idea behind the training was tosensitise the participants towardsthe need for changes. It was a

www.humancapitalonline.com September 2013 19

COVER STORY


COVER STORY

In today's business, with high diversification, matrix structures,globalization and changing market dynamics, it has becomeessential for leadership to be more dynamic, strategicand agile. Leaders are responsible for improvingfinancial performance, increase organizational agility,attract & retain the right talent and foster a strongethical performance culture. With leadership takingthe center stage of organizational transformation,the importance of their training and development,becomes one of the essential priorities for business

survival and sustainingmomentum and buildingcontinued excellence.The values of anorganization expresswhat it stands for andguide the behavior of itsinternal and externalstakeholders. Values establish afoundation onto which expectations andtrust are built. They help build corecompetencies and a unique value

proposition (UVP) for the organization. Business drivers on the otherhand also play an equally important role as the very existence ofthe organization depends on business success.Leaders hold business positions and are responsible for not onlymeeting the business expectations but also are the culture pillarsof the organization. Hence, maintaining a balance between bothvalues and business drivers becomes important in leadershipprograms. It helps organizationssustain its corporate culture while

enhancing its marketvaluation and institutionbuilding.

Leadership Training

Thou shaltfocus on values without losing sightof business drivers

Rajesh PadmanabhanChief HR Officer, Corporate Vice PresidentCAPGEMINI INDIA

channel that should haveeffectively created a platform forinteraction at different levels. Alas!

Unfortunately, this is the fateof most training that is conductedacross sectors and organizations.According to Eduardo Salas, aprofessor of organizationalpsychology at the University ofCentral Florida and a program

director at Institute forSimulation and Training, who hasstudied corporate trainingprograms for more than twodecades, "The biggest mistakethat companies make in trainingis that they don't take the time toanalyse what their training needsare. The next problem is that afterthey have done that, they don'tevaluate how well employeeshave learned." When it comes to

most training, severalo r g a n i z a t i o n ssimply get anexternal vendor toconduct theprogram - like afive hoursworkshop - andthey assume thatthe vendor will beresponsible fordesigning andincorporating theidea through thevery fabric of it. Asfor vendors, they

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Look for improvement in scores on yourEmployee Perception Survey againstleadership related questions. This is adirect indictor of a positive change ofyour leadership program.

If you are able to identify successors forleadership position, it is a true reflectionof improved leadership programs.

MAKE TRAINING COUNT

Since participants in leadershipprograms come with intensiveexperience and variedbusiness exposure, avoidbuilding expectations ofimmediate business impact. Link expectedoutcome to deeper insight in the long term,rather than immediate observable change.Do not offer a standard prescription for allsituations. Encourage them to adoptinnovative approaches.

PRESCRIPTION FOR SUCCESS


COVER STORY

ensure the program looksengaging and attractive, with lotof frills and horns. However, it isfor the trainer and theorganization to wake up andrealize that delivering a trainingprogram is not enough; the cycledoes not end there. To get arealistic picture of how effectivethe program has been, it becomesparamount for both theorganization and the trainer tomeasuring the effectiveness.

Also, efforts made by trainers/facilitators to make training

session interesting by allowinglaughter to seep in, introduceinteractive games and practiceopportunities which create timefor participants to enjoy what theyare doing, is definitely a need,however, it needs to go muchbeyond. In any session, thetrainer's accountabilityis critical in ensuringits effectiveness.Follow-up andkeeping track ofp o s t - t r a i n i n gimplementation actas key differentiatorfor a trainer.Research shows thatprograms that endwith the participantsfeeling 'great' aboutthe activity but nocommitment to

Thou shaltnot choose an unstimulating learningenvironment

Real-time learning is a crucial link between knowing anddoing, hence the choice of environment is key. Typically, ifattention is not paid to the nuances of the sales process,such as the type of calls the salesperson is responding to,who is accompanying him, what is expected of him, etc., alot of valuable time gets wasted without achieving concrete

tangible outcomes. To make this process effective,one must ensure thatthe learner gets theoppor tunity toexperience differentstages of the salesprocess over aperiod of time, fromopening a call toclosing the sale. Thelearner mustunderstand how thecompany ispositioned, howcustomer needs are

uncovered, howobjections are tackled andfinally a sale is closed. Thesales leader has the responsibility to ensure that the entireprocess occurs under his supervision. He must try and teamup the learner with the right set of people who know how towork in accordance to the required process. Finally, a field

observation repor t fromthe learner is a simpleand effective tool tofacilitate the process.

Real-Time Learning

II

Anand DewanSr. VP, Business Impact Group & L & DKOTAK MAHINDRA OLD MUTUAL LIFE

INSURANCE LTD

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Create a comprehensive solution whichincludes diagnostics around people,process, product / productivity andorganizational climate to arrive at acomplete solution that impacts targetedoutcomes.

Identify why a specific training is needed.Focus on facts, data, and behaviouralindicators that can then be traced forrepeat pattern basis data.

BANG FOR THE BUCK

Though the learnergains all hisexperiences in a real-

WORD OF CAUTION

time environment,leaving it all on theenvironment can be an expensivemistake. Hence, trainers mustavoid unstructured andunsupervised learning at all cost.


COVER STORY

Most experiential trainers tend to focus only on the experientialactivity. However, effective learning happens when the participantreflects upon his behaviour during the experiential activity, connectsit to his previous experiences or to behaviours ofthose skilled in that area, and consciouslydetermines his new way of operation - andsubsequent fine-tuning - in order to achieve thedesired results. A successful trainer designs andimplements the entire value chain - activity,debriefing, reflection and experimentation - asan integrated par t of the 'Total Learning'Experience. A wonderful trainer in Financial

Accounting hadtaught double-entrybookkeeping andbalance-sheet tallying to a team ofaccountants. He started by explainingthe concept in brief, and then madeall the par ticipants play the board-game Monopoly. The par ticipantswere to record all transactions andcreate a balance sheet which tallied.He made the participants do this atleast three times. When we checked

after two years, all the participants recollected the concepts andsaid they were able to use the learnings effectively in their roles.However, such an approach prove challenging when developingpersonal and interpersonal skills since the resistance to change isusually very high. In these cases,

you would require ahighly sensitivetrainer to pick thecues and help theparticipant to reflectand learn.

Experiential Learning

Thou shaltdesign for experience, reflection andexperimentation

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Performance is measured in terms ofspeed, accuracy, quality of outcomeor a difference in approach broughtabout because of the intervention.Identify one area of implementationbefore the training starts.

Post the training program, ensure thatthe participant implements the learningin the identified project / task.

...QUICK TIPS

IIIpractice in general have a lowROI, since on an average only10 per cent of the participantswill be self-motivated toimplement what they havelearnt. Here is a story

Ranjit, a team leader in aBPO just had a rough day sincehis team had failed to meet thesales target for the fourth dayin a row. Just as the team called

it a day, his manager walked inand announced that therewould be a compulsoryworkshop on experientiallearning for everyone over thenext four days. The trigger wentoff when the managerannounced that every memberhad to extend their shift fortwo hours over the next fourdays. Most of the teammembers were seen rollingtheir eyes in disgust. Theyinstantly dismissed the initiativeas another new fad on part ofthe organization, which would

soon vanish into oblivion.The trainer sharedinspiring stories ofgreat managementgurus and theirexceptional ways offunctioning, stories allabout the mice havingtheir cheese moved orvideos on fishmongers tossing fishon to their fellowworkersamusingand stirring, but failingto keep theparticipants gripped.

Dr. Anita BandopadhyayDirector of the Center for ExcellenceCorporate HR, RAYMOND

Trainers must avoid creating'experiences' that are notconnected with real-life situationsof participants. It should be relatedto their daily work challenges. Inexperiential learning, a trainer must avoidexperiences that are unlikely to enableemployees to handle work-related challenges.

STEER CLEAR OF


COVER STORY

Thou shaltnot start without thinking it through

The truth about effective coaching & mentoring is that thereare no quick fixes with these processes. It is a skill-even anart perhaps, that goes beyond good intention. It requires in-depth understanding, high emotional quotient and plenty ofpractice to deliver to its astonishing potential. Coaching andmentoring works if nurturing is a key value/capability within

the organization. Coaches andmentors are authentically positionedto transform individuals/teams andthe organization culturewhen there

is a genuine commitmentto the power of humanpotential to change,transform, learn andcontribute .Where leadership is expedient, here and now,unapologetically task-oriented with a "change the incumbentto change the outcome attitude" , no coaching and mentoringpractice can ever succeed. They are expressions of the top

leadership style, a belief thatpeople can be transformed and

influenced tochange theirbehaviours andperform positively.

Coaching & Mentoring

Dr. Sujaya BanerjeeChief Talent OfficerESSAR GROUP

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Although it is tough to measure its impact in isolationas it transpires between the coach and coachee, mentor/mentee, try to gather stories of great coaching &mentoring impact. This is a great way to measure ROI.

As a coach or mentor, try to be an emotional anchorto the talents within the organization. This will positivelyinfluence retention par ticularly in difficult/remotelocations.

MAKE TRAINING COUNT

IV

Star ting a programwithout thinking itthrough, can be thefastest way for it tofail. Also, treating it asan event, celebration or an isolatedprogram which is delinked to theorganization's larger agenda orstrategic people agenda is deemedto prove unsuccessful.

JUMPING THE PITFALLS

Most of them looked disinterestedas they found it irrelevant to theircore job. Here HR and themanagement committed a majorblunder. They tried to implementemployee morale building andmotivational programs withoutaddressing the employees'everyday work experience. In thissituation, the trainer should haveavoided creating 'experiences'through the management storiesthat were not connected with real-life situations of the participants.A successful trainer designs and

implements the entire value chain- activity, debriefing, reflection andexperimentation - as an integratedpart of the 'total learning'experience and which can beimbibed in its true spirit and is ofrelevance to their craft.

The training atmosphereA global major likeGeneral Electric Co (GE)spends more than $1billion in employeetraining. Even a companylike Jamaica-basedtelecom company, Digicelspent $31 million in 2012on creating developmentopportunities andlearning sessions foremployees. As perindustry estimates, theglobal expenditure ontraining is around $300billion plus. Out of this,North America


COVER STORY

In today's age of fast paced businesses and undifferentiatedproducts, the quality of customer service is an important way

to distinguish the organizationfrom competition.It is important forevery frontlinecustomer servicerepresentative tounderstand thecustomer experiencepromise of the

organization, what isit that the level of

customer service to bedelivered and what are the

oppor tunities to WoW them.Training needs to structurethis and impar t it to all

employees. Strongcustomer service focus means not

just a training intervention, butan entire ecosystem

focused on customerneeds. The frontline is

merely the foot soldiers of the entireorganization's belief system. Abroader customer friendlyorganizational ecosystem,

suppor ting frontlinecustomer service is amust for success.

Customer Service Training

Thou shaltensure the training is not justa download

Dipankar DasTraining Delivery LeaderIBM GPS INDIA

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Look for improvement in scores onthe Employee Satisfaction Surveywhich will eventually translate in tohigher sales, higher customer loyaltyand much better revenue growth.

To measure the success of anysuccessful training intervention, it willreflect on effective delivery, enhancedemployee satisfaction where thefrontline emerge as the foot soldiersof the entire organization's beliefsystem.

BANG FOR THE BUCK

Vcontributes around 45 per centfollowed by European countrieswith a share of 29 per cent.Emerging economies like Indiaand China are not far behind withIndia alone contributing around 7per cent.

These figures are indicatorenough that Indian corporates arespending big monies on employeetraining. But all said and done,mere investment in fancy trainingwill go nowhere if the effectiveness

of the learning imparted is notmeasured. And the onus lies notjust on the trainee to implementwhat he has learnt but on thetrainer/facilitator as well to take

ownership of keepingabreast with theimpact of what wasdelivered. As StevenCovey rightly said,"True effectiveness isa function of twothings: what isproduced (the goldeneggs) and theproducing asset (thegoose)."

There are threemajor areas wheremost organizationsand trainers tend tofail. One is theirtendency to look attraining as a short-term initiative.Secondly, after

Much has been written aboutexceptional customer serviceorientation, however, the realchallenge is replicating thosehigh levels of customer service inany organization, dealing with averagecustomers. It should not boil down to lip service.Hence get your hiring right. Avoid people whohave no service aptitude and low emotionalintelligence.

WORD OF CAUTION


COVER STORY

Thou shaltset clear, measurable objectives

In this competitive business environment, to sustain and

enhance the profitability, every organization is

doing their best to deliver better than the other in

terms of per formance by focusing on internal

factors such as optimizing manpower by

enhancing their skillsets. One of the critical

success factors

for OJT is making

the par ticipant

realise that the

training is

beneficial for him

to fur ther in his

career and has

not been forced

upon him. And

this will happen, when the

organization candidly

communicates the details

and clarifies all queries in a

trustwor thy work

environment. It is also

important that the organization institutionalizes the process

of training as a discipline and not just a ritual or activity

limited to data collection and compilation for training man

hours. Similarly, aligning the learning with the

oppor tunity to job application

along with close

monitoring and

mapping against

the set objectives/

outcome is critical.

On the Job Training

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Optimum utilization of the learning in termsof multidimensional deliverables happenswhen the employee has an abundance ofreal world skill and knowledge.

The biggest measure of ROI of OJT isreflected when an employee showsconviction that the training is importantand is benefited personally andprofessionally.

TIPS TO IMPACT ROI

VI

Ravi MishraVice President - HRBIRLA CARBON

To avoid an OJT from falling flat, thetrainer must be well-trained. If the instructoror the trainer fails togive his trainees theopportunity to practice orapply their newly acquiredskills real time it will be meaningless.Also ensure that the work environmentis not too distracting for learning totake place.

PRESCRIBED SUCCESS

training has been conducted, thereis often no measurement tool tojudge the effectiveness. While themeasurement process can be alengthy procedure one needs totake a long-term view and not losepatience. As Aristotle said 2300years ago, "One swallow does notmake a summer".

The third and most important

factor is that every trainer mustavoid is a pre-packaged programsince the 'one-size-fits-all'solution can become a majormisfit in a training environment.For any training program to meetits mark, the programs must betailored to meet the differentneeds of the audience. Forinstance, when it comes to themillennial generation, trainingdesign and delivery methods haveto be re-inventedcompletely keeping inmind the nature of thist e c h n o l o g y - p r o n egeneration, PowerPointpresentations or a'gyan' session would failto work. Since it is theage of mobiles, tablets,and the Internet,learning has nowprogressed to e-learning and m-learning modules, morein tune withcontemporary traineeneeds. So, at a


COVER STORY

Behavioural training focuses on enhancing or changing skillsthrough practice and feedback in an encouraging andexperiential environment. Thesuccess of such trainings largelydepends on the trust, rappor tand mutual respect establishedbetween the trainer and thepar ticipants. Thus, the trainer

must always approach thetraining with the knowledgethat adult learners thrive inconditions that offer respect.Hence, the training shouldimpact practical and real lifeissues, and not hover in therealm of unwanted theory or

passive download. Moreover, adults are self-directed. Theobjective of the training intervention should be clearly statedso that there is no confusion in the mind of the trainee andremains in line with why (s)hewants to change. The interventionsshould not be a 'tell' session but a

journey, where theindividual is able to arriveat what the factors arethat result in a particularbehaviour.

Behavioural Training

Raghavendra. KVice President & Head-HRINFOSYS BPO

Thou shaltnot stereotype and assume

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Sustainable behavioural change is a good indicator of thesuccess of a training program. However, ensure that thechange is aligned with the business strategy either toimprove productivity for greater return or win more business.

A thorough analysis, clear cut objectives, well-thought outdesign, robust assessment and a seasoned facilitator cancontribute to an effective training intervention.

TRAINING COUNT

VIIfundamental level, training designtoo has to invert its gaze in theface of the millennial challenge.Similarly, what works for the retailsector will not necessarily workfor the Auto sector, or whatworks for the IT & ITes may notwork for FMCG. Hencecustomization of trainingmodules is a key factor inensuring training effectiveness.

Making it interestingIndustry observers areunanimous in the opinion thattraining sessions have to beserious but not boring. In mostbusiness environments, wheredeadlines are razor sharp, atraining session is oftenconsidered as a respite from thedaily grind for many employees.James Sanders, Manager-Innovation at Deloitte Consultingonce opined in a media interview

that training is afunny thing. Nomatter how easy youmake it for others toaccess, or howbrilliantly thelearning programsare designed,training is simply notthe first thing peoplethink of doing whenthey have some freetime. Let's face it, formost people, on aweekend, if given thechoice betweenwatching a movie, orattending a trainingsession, training will

Knowing the target audience prior asession, helps in makingthe sessions morerelevant. Avoidstereotyping the audienceas it fosters a threateningatmosphere which is especiallydetrimental and must be avoided. Inaddition, the trainer should never impose,rather provide constructive feedback andalternate points of view so that the largerpicture is visible to the individual.

WORD OF CAUTION


COVER STORY

Thou shaltfocus on strengths &weaknesses

Team building and team bonding is critical for the

corporation to grow and strengthen. Therefore, the trainer/

facilitator's approach to team

building in terms of the design

and structuring of the

event/tool /game or

exercise will have to

be customised. For

example, if the focus

is tackle a

dysfunctional team,

where the approach

comprises of issues

rooted in

personalities or

processes or roles,

adopting an approach where the focus is to

develop a new group into a winning team or

improve their output, is bound to fail. Hence it becomes

all the more critical for the trainer/ facilitator to focus on

the strengths along with the weaknesses of the

par ticipants. The goal is to bring about healthy

relationships with varied personality types and conflicts.

The training should effectively

create a platform for

interaction at

different levels.

Team Building Training

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Conduct an audit at the end ofthree months through a surveyamongst the par ticipants andthe leaders to reflect the learningand application.

Measure the impact on statisticsper taining to productivity,per formance, satisfaction andengagement levels in the teamand organization againsthistorical data.

TIPS TO IMPACT ROI

VIII

V RaviVP & Head- Learning & DevelopmentReliance Project Management GroupRELIANCE INDUSTRIES LIMITED

Avoid entrusting the responsibilityof a program to just anyindividual. Trainers who are unableto convince people that the trainingwill add value or help them torecognize strengths and weaknesses are a no.Such training should serve as a microcosm ofthe problems (and solutions) that employees faceat work, so only experts can successfully deliver.


rarely win. When this happens to bea common perception in employees'world over, measuring trainingeffectiveness can be quite a task.

Many training institutes claimthat another reason whyorganizations are unable to measurethe effectiveness of the programs attimes, is because the nature of theprogram is not always specific, suchas in case of leadership training orbehavioural training, and outcomesmay differ from employee toemployee. In case of skill specifictrainings, on the other hand, the

impact can more or less be seen.Another reason is failing to checkthe validity of the training objectiveprior to the onset of the program.Taking care of these key points helpsto avoid mismatch with organizationgoals and in turn saves time, moneyand energy.

Effectiveness of

training programsCertain companies havetaken a trailblazing stepin learning anddevelopment. However,it's also true that me-too-ism has crept up in thisarea as well. There are alarge number ofcompanies which viewtraining as a routine,random, ad hoc exercise,without ensuring long-term benefits.

With highlycompetitive markets, andhighly innovative and


Face to face instructor led training is the bestoption for teaching basic skills, orienting learnersto new content or a new concept, building ateam, and teaching communications and socialskills. With the world becoming fast and

i m p e r s o n a l ,knowledge andskills which arecritical forgrowth of anybusiness andcommunity, cannotbe just lef t toimpersonal ways.Hence, when in class,there should be onefocus area, theknowledge or skill forthe par ticipants. Theirattention should not getdiver ted towards otherday routine activities.

So it becomes the trainer/facilitator's responsibility tokeep them engaged and interested. Similarly, suchtrainings allow participants with specific problems todiscuss openly with the

instructor in aclassroom. In away, this helps tobuild mutualrapport.

Face to Face Training

Thou shaltfocus on credibility of theinstructor

COVER STORY

Deepika KingerHead-T&D, Talent Management &Business HRDCB BANK LIMITED

IXWhile the credibility andcapability of the trainer is adriving factor for successfultrainings, however not being ableto address the need of the par ticipant withrelatable examples can be the dampener. Sotrainer must adapt to needs of the participantsand provide individual attention whereverrequired.

PRESCRIPTION FOR SUCCESS

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Observe the reaction of theparticipants through the responsesto various exercises done in classand or tests administered in class,and his behavioural changes.

Conduct small exercises at work,which show the impact of learningthrough implementation and results,which would reflect on thescorecard/ goal-sheet.

MAKE TRAINING COUNT

compelling products, constantlearning has become essential for allemployees. Huge investments arealways on the roll when it comes totraining in terms of man hours, moneyand energy. In such dynamicsituations, it becomes imperative fornot just the organization but the

trainer to take ownership for eachprogram conducted, check on itseffectiveness on implementation andensure impact. Unfortunately, thereis no single measurement system,which can evaluate the effectivenessof all training programs. In suchcircumstances, broad guidelines cancome handy for trainers andorganizations while prioritizing theirtraining outcomes.

Have a checklistMore often training and developmentis seen as compulsory exercise rather

than a pro-active one.Such beliefs are notrestricted solely to thesenior managementteams, what's interestingis that both the parties -the trainer and traineealso do not realize thebenefits of such trainingsessions. The irony of thesituation is that neitherHR pros nor employeesrealize or accept thebenefits of trainingprograms or measure thereturn on investment.Here is a checklist that canhelp:a) Are participants


Thou shaltcreate an organizational context

E-learning is a ubiquitous reality inmany large organizations more everthan before. It comes with its well-advertised set of advantages andsome equally well knowndisadvantages. Many a times it is

put forward as asurrogate for theinstructor ledclassroom training, orat best, is pepperedin a blendedapproach to prefaceclassroom trainings;however, this does not optimally leverage its potential.Several organizations are harnessing the power ofsocial media through internal social media platformsto generate meaningful conversations around the e-learning courses suggested to a target group. Theseconversations both prior to, as well as after thecourse build organizational context and empowerapplication, where many a times a canned E-learningcourse can fall shor t. The discussions are not

restricted in time and space as would typically be the case if thiswere to happen in a classroom environment. Fur thermore, itreinvigorates the role of the instructor to that of a moderator ofsuch a social group. It also allows opportunity for the managers

of learners to participate, making thediscussions enriching. Hence, eachthread of discussion incrementally addsto absorption as well as suggests new

ways of applying thecontent suggestedthrough the e-learningcourses.

E-Learning

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Use on going conversations around agiven course or set of courses asindicators around absorption andapplication of the content at theworkplace.

Consider observing the story emergingout of these discussions and gaugethe extent of application. Measurementof application often becomes on goingand real-time with room to takecorrective action if necessary.

TIPS TO IMPACT ROI

X

Dr. Nandita MehtaDirector, Leader & Team Member DevelopmentDELL INDIA

E-learning courseswork best whenthe content hasbeen distilled andrefined to createmaximum learning impact withinlimited time. Lengthyintroductions, fillers, gaps shouldbe completely avoided. Theworst thing to do is running theface to face learning content asan e-learning course.


convinced that the training willadd value in meeting team goals,recognize strengths andweaknesses of individuals andenable openness to discuss andlearn from the past?b) Are team leaders able to list atleast three outcomes expectedfrom the training?c) Are managers committed toand can support, reinforce andapply the learning at the workplace?d) Are the above available andvisible during and post training

HC

up to the point it is decided toaudit the outcomes envisaged?

To conclude in the words ofJerry Bruckner, author of TheSuccess Formula forPersonal Growth, "Thelessons from business andsports apply to your life;you can't succeed unlessyou measure the rightthings and do somethingabout what you learn fromthe measurement to bringyou closer to achievingyour goal." Corporationsand trainers can go a longway by considering theseguidelines to deliver best-in-class learningexperiences and maintaina much-needed globalcompetitive edge.

The 10 Commandments of Training

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