Workplace Training Initiatives

“Train-the-trainers” (TTT) is one of the most common methods used to scale up improvement & change capability across organisations, yet we often fail to set it up for success. A recent article, drawing on teacher professional development & transfer-of-training research, argues TTT should always be based on an “offer-and-use” model: OFFER: what the programme provides—facilitator expertise, session design, practice opportunities, feedback, follow-up support & evaluation. USE: what participants do with those opportunities—what they notice, how they make sense of it, how much they engage, what they learn, & whether they apply it in real work. How to design TTT that works & sticks: 1. Design for real-world use: Clarify the practical outcome - what trainers should do differently in their next sessions & what that should improve for the organisation. Plan beyond the classroom with post-course support so people can apply learning. Space learning over time rather than delivering it in one intensive block, because spacing & follow-ups support sustained use. 2. Use strong facilitators: Select facilitators who know the topic & how adults learn, how groups work & how to give useful feedback. Ensure they teach “how to make this stick at work” (apply & sustain practices), not only “how to deliver a session.” 3. Make practice central: Build the programme around realistic rehearsal: deliver, get feedback, & practise again until skills become automatic. Use participants’ real scenarios (especially change situations) to strengthen transfer. Include safe practice for difficult moments (challenge, unexpected questions) & treat mistakes as learning. Build peer learning so participants learn with & from each other, not just the facilitator. 4. Prepare participants to succeed: Assess what participants already know & can do, then tailor the learning. Build confidence to use skills at work (confidence predicts application). Help each person create a simple, specific plan for when & how they will use the approaches in their next training sessions. 5. Ensure workplace transfer support: Enable quick application (opportunities to deliver training soon after the course), plus time & resources to do it well. Provide ongoing support (feedback, coaching, & encouragement) from leaders, peers &/or the wider organisation. 6. Evaluate what matters: Go beyond satisfaction scores - assess whether trainers changed their practice & whether this improved outcomes for learners & the organisation. Use findings to improve the next iteration as a continuous improvement cycle, not a one-off event. https://lnkd.in/eJ-Xrxwm. By Prof. Dr. Susanne Wisshak & colleagues, sourced via John Whitfield MBA

Are your employees just attending trainings or truly transforming through them? As someone who’s been conducting soft skills trainings for corporate teams, one thing I’ve observed is — while companies are willing to invest in training, many aren’t clear on what kind of training intervention their teams truly need or which methodology will bring real, lasting change. Here’s what often goes unnoticed: • A one-size-fits-all workshop won’t work. Your sales team’s communication challenge is different from your backend team’s stress management need. • Training shouldn’t be an event, it should be a process. One-off workshops offer motivation for a day. But without reinforcement, accountability, and on the job application it rarely sticks. • Right methodology matters. Activities, role-plays, simulations, facilitation, coaching conversation, whichever medium you choose, it must match the outcome you seek. For example: A leadership team struggling with interpersonal conflicts doesn’t need a motivational talk, they need a customized conflict management workshop with case-based discussions and real scenario roleplays. As HR and L&D leaders, the question to ask is: “Are we training for attendance, or training for impact?” If you’re planning your next soft skills initiative, let’s connect. I’d be happy to help you map the training needs, suggest suitable methodologies, and create interventions that don’t just engage but transform. #CorporateTraining #SoftSkills #LearningAndDevelopment #EmployeeGrowth #LeadershipDevelopment #WorkplaceTraining

Dear Team, Every experienced worker was once the “new person.” The difference between a confident, safe employee and one who struggles often comes down to one thing — how well they were trained from Day One. New Employee Orientation (NEO) is not just paperwork and introductions. It is our first opportunity to shape habits, expectations, and culture. A strong NEO sets the tone for safety, professionalism, and accountability. Why NEO Matters 1. Reduces Injuries and Incidents New employees are statistically more likely to be injured during their first year on the job. They may not fully recognize hazards, understand procedures, or feel comfortable asking questions. A structured NEO: • Explains site-specific hazards • Reviews emergency procedures • Introduces PPE requirements • Covers reporting expectations OSHA requires employers to instruct employees in the recognition and avoidance of unsafe conditions and applicable regulations (29 CFR 1926.21(b)(2)) and to provide hazard-specific training under applicable 29 CFR 1910 standards. 2. Builds Safety Culture from Day One If safety is introduced as a priority immediately, employees understand: • Production never overrides protection • Reporting hazards is encouraged • Stop-work authority is real Early expectations shape long-term behavior. When leadership demonstrates that safety is non-negotiable during NEO, that standard becomes part of the employee’s work ethic. 3. Improves Confidence and Competence New hires who understand: • Their job tasks • Their hazards • Their emergency procedures • Their reporting chain …perform better and make fewer mistakes. NIOSH research, including the New Worker Initiative, identifies new and young workers as being at increased risk of injury and emphasizes structured onboarding and hazard awareness training as key prevention strategies. 4. Strengthens Accountability NEO establishes: • Clear expectations • Required certifications • Training documentation • Disciplinary standards When expectations are clearly defined and documented, performance and compliance improve. Best Practices for an Effective NEO • Keep it interactive — not just lecture-based • Review real-world scenarios • Show equipment and emergency locations • Introduce supervisors and safety personnel • Encourage questions • Document all training properly • Conduct follow-up discussions after 30–60 days Training is not a one-day event — it is an ongoing process. Remember • New employees are at higher risk • The first impression of safety matters • Culture starts on Day One • Proper training protects people and the company A strong NEO prevents injuries before they happen. P.S. A great question to ask new hires: “If you felt unsafe right now, what would you do?” If they cannot answer confidently, we have more training to do. Safety Takes Time — So Take the Time for Safety. Dwayne Smith

The last claim your company faced probably came from someone who "completed" their compliance training. Compliance programs built solely around communicating company policies fail to reduce real-world risk. Checking boxes doesn't change behaviors, and it doesn't protect companies from claims. Effective compliance training goes beyond information sharing. It develops essential workplace skills, reinforces measurable behaviors, and links directly to outcomes that executives care about. Clients partner with us to build respectful workplaces because strong behavioral norms directly translates into measurable business results: • Teams that demonstrate respectful behaviors outperform others by 10–15%. • Organizations with healthy cultures have fewer employee-relations claims. • Effective training reduces investigation expenses and compliance risks. Executives expect clear proof that training programs impact critical business metrics: Instead of reporting, "95% completed harassment training," Report, "Harassment-related claims dropped 20%, reducing investigation costs." Instead of highlighting, "High ratings for DEI training," Highlight, "Teams completing our inclusion training saw 18% lower turnover." Compliance should always be the natural outcome of skill-building and behavior change—never the main goal of your training programs. Completion rates alone don't protect your company. Behavior change does.

𝗛𝗼𝘄 𝘁𝗼 𝗠𝗮𝘅𝗶𝗺𝗶𝘇𝗲 𝘁𝗵𝗲 𝗜𝗺𝗽𝗮𝗰𝘁 𝗼𝗳 𝗢𝗻-𝘁𝗵𝗲-𝗝𝗼𝗯 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 🚀 Frustrated with the unstructured and inconsistent nature of your on-the-job training? I get it. When on-the-job training lacks structure, it can leave employees feeling lost and unprepared, ultimately hampering their performance and your organization's success. Here’s why neglecting structured on-the-job training is a costly mistake: 📌 Skill Gaps: Without a clear training framework, employees might not develop the essential skills needed for their roles, leading to decreased productivity and performance. 📌 Inconsistent Knowledge Transfer: Unstructured training can result in varied knowledge levels across employees, causing confusion and inefficiencies within teams. 📌 Low Employee Morale: Employees who feel undertrained are likely to be disengaged and less confident in their roles, which can lead to higher turnover rates. So, how can you turn this around? Implementing a well-structured on-the-job training program is your answer. Here’s a comprehensive plan to maximize the impact of your on-the-job training: 📝 Design Clear Objectives: Start by defining the goals of your training program. What specific skills and knowledge should employees gain? Clear objectives provide direction and measurable outcomes. 📝 Develop Structured Training Plans: Create detailed training plans that outline each step of the training process. Include timelines, specific tasks, and learning milestones to ensure consistency. 📝 Utilize Mentorship Programs: Pair new employees with experienced mentors who can provide guidance, share insights, and offer support. Mentorship fosters a learning culture and accelerates skill development. 📝 Incorporate Hands-On Learning: Provide opportunities for employees to apply what they’ve learned in real-world scenarios. Hands-on learning reinforces knowledge and builds practical skills. 📝 Regular Evaluations and Feedback: Implement regular assessments to track progress and identify areas for improvement. Constructive feedback helps employees stay on course and continuously improve. 📝 Leverage Technology: Use digital tools and platforms to facilitate training. Online resources, mobile learning apps, and virtual simulations can enhance the training experience and make it more accessible. 📝 Encourage Continuous Learning: Promote a culture of ongoing development. Encourage employees to seek out additional learning opportunities and stay current with industry trends. By adopting these strategies, you’ll create a structured and effective on-the-job training program that empowers employees, boosts performance, and drives organizational success. What other strategies have you found effective in enhancing on-the-job training? Share your thoughts below! ⬇ #OnTheJobTraining #EmployeeDevelopment #TrainingInnovation #Mentorship #ContinuousLearning #BusinessGrowth

“Only 10% of training investments lead to lasting behaviour change at work.” Yet organisations spend over $125 billion a year trying to close skills gaps. So, what’s going wrong? It’s not the content, it’s the transfer. 1️⃣ It starts with the individual People with higher cognitive ability, self-belief (self-efficacy), and clear motivation to apply learning are far more likely to transfer training into performance. 2️⃣ Training design matters Behaviour modelling, realistic practice, and encouraging mistakes (error management training) dramatically improve retention and real-world application. 3️⃣ The workplace is the make-or-break factor Supportive leaders, peer networks, and a climate that encourages experimentation and practice are critical for turning learning into lasting change. Why is this important? Learning without transfer is wasted time, money, and potential. Training doesn’t fail in the classroom, it fails when the workplace isn’t ready for it. If your organisation spends big on learning, how much do you invest in making it stick?

Most training platforms don’t actually work for the people they’re supposed to serve. What do I mean? 👇 There’s a dirty little secret in workplace learning: The majority of training platforms aren’t built for the people who actually need them. They’re designed for corporate employees sitting at a desk, with a laptop and a company email. Not for the frontline workforce, who make up 80% of the global workforce. So what happens? 📉 Training goes unused. 📉 Engagement drops. 📉 Businesses lose time and money. Frontline teams don’t have time to hunt down another app, remember another password, or sit through a 30-minute learning module. They need training that’s: ✅ Embedded inside the tools they already use (think Microsoft Teams, Workday, Beekeeper, etc.) ✅ Instantly accessible via SMS, QR code, or email - no passwords required. ✅ Short, engaging, and built for the way they consume content (hint: like social media). Training shouldn’t feel like another task. It should just happen - in the flow of work. That’s what we’re solving at eduMe.