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Summary
The worst and costliest error in training staff and clients occurs when you confuse telling and showing with learning. It's a very, very common error in internet land.
The Essential, Immutable Law of Instruction States
The purpose of instruction is to ensure that at the end of the instruction the student knows what the instructor knows and can do what the instructor can do on the job.
The Worst And Costliest Error Occurs
When the instructor tells the student what they know and shows the student what they can do without ensuring the student also knows and can do at the end of the instruction.
Why "Worse"?
It's worse because the focus is on what the instructor knows and can do. This de-motivates, frustrates and confuses students. They lose confidence in their ability to learn. Instructors mistakenly believe that they've been effective and often "blame" students for their failure to achieve competence.
Why "Costliest"?
Firstly, the time taken for the instruction is almost completely wasted because student competence hasn't been achieved. Secondly, the students, whether employees or clients, need much more practice and retraining to develop the skills that they should've developed by the end of the instruction. If employees, your costs escalate. If clients, they may demand repeats of the instruction or cease to use your product or service. They may even demand a refund of what they've paid you.
Causes Of Worst And Costliest Error
These are the most common reasons why instruction fails.
Insufficient time allocated to the instruction No opportunity for students to check skill development progress Poor instruction skills of the instructor Lack of competence of instructor at skill being taught Insufficient time allocated for trainee or student skill practice Instructor arrogance towards students Too much emphasis on theory rather than practical skill development Instructor undervaluing importance of instructional skills Reliance on formal qualification as proof of skill and competence Overvaluing feedback provided by students on evaluation forms or "smile sheets" Over-dependence on technology in instruction Poor instructional design Instructor distracted by day to day working concerns Belief that skill instruction is the same as school "teaching" Instructor belief that skill development is easy: the "it's easy to pick uo" problem Systems not enhancing implementation of job skill application Failure to replicate on job conditions Paying insufficient attention to skill level that students bring to the instruction "Blaming" students when instruction fails Assuming that the technical competence of the instructor includes instructional competence. The "I know it and can do it therefore I can teach it" problem.
Some Basic Steps To Relieve Errors
Devise measurable objectives for trainee skill development before commencing training Ensure that instructors are competent in the skill or process they're instructing students about Accept the reality that instruction for skill development is a distinct skill separate from the skill being taught Ensure that the measure of success of skills training is how well te student demonstrates the skill on the job Accept that sound instructional design is the key to successful training Recognize that all the "bells and whistles" high-tech presentation methods on the planet won't compensate for poor instructional design Recognize that while instructors must be competent at demonstrating the skill they're teaching, they must also be competent instructional designers Take little notice of positive feedback about instructors - "smile sheets" - from students, trainees and clients. The only feedback that really matters is how well the student displays the skill on the job. That's the first and most important feedback you should seek Be careful not to confuse popularity of instructors with instructional skill. If popularity and skill were the same all the great entertainers would be outstanding instructors. Clearly that's simply not so.
Is Worst And Costliest Hurting Your Business?
You can check to tell "how you're doing" in employee and client training using these simple methods.
Do you find that staff commit the same skill errors repeatedly? Are employees constantly saying they need more training? Do other managers and supervisors talk about how good their training is rather than how skilled their staff are? Do clients complain that your training was "hard to follow" of "difficult to understand"? Do clients tell you about how good your training was rather than how quickly and easily they could apply it? Do clients ask for clarification of aspects of your training?
If these sorts of things are occurring in your business, you're probably committing some "worst and costliest" errors.
Some Examples From Real Life
My first mobile phone included lengthy written instructions. Unfortunately, "how to send and receive text messages" preceded the instructions for actually switching the phone on by 3 pages. In the past two years, I've asked for refunds twice from very reputable internet marketers because the instructions that came with the software packages were so jargonized and imprecise as to be impossible to follow. When we recently upgraded our computer hardware the vendors offered free training. The young man presenting the training was preoccupied with showing how clever he was and flirting with the young ladies doing the training. I asked, "What will I be able to do at the end of this session?" He waffled and blustered. The best he could come up with was, "Use the new computer." "Use" was never defined.
A Management Issue
The shortcomings are management issues. The training your business offers will be as good as you demand as manager. Training, of itself, won't lead immediately to improved business results. On job competence covers more than just training.
Conclusion
Poor training, inadequate training, training that does not genuinely improve on job skills of employees and clients, will seriously hamper your capacity to build a better business. Your business will be better off with good training. But you'll be very considerably worse off without it.
Leon Noone helps managers in small-medium business to improve on-job staff performance without training courses. His ideas are quite unconventional. Read his free Special Report "49 Practical Tips for Removing Employee Apathy, Aggravation And Resistance In Your Business". Simply visit http://staffperformancesecrets.com/ and download your free copy now.
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