Wenn Ausbildung die Antwort ist, was ist dann die Frage? Teil VI: Ergebnisse: Hat die Ausbildung die Frage beantwortet?

As a general rule, when training is offered it is because we believe employees lack the knowledge and skills to achieve the results we need. If we want different, better results, we need people to do things differently. We need people to change their behavior. In this blog series, we identified the four principle elements essential to training program success: structuring training in advance, integrating new skills into work processes providing coaching und setting expectations for using new skills.

Wenn Sie die Bereitschaft Ihrer Organisation zur Implementierung von Schulungen als Teil einer Change-Management-Lösung bewertet und Möglichkeiten zur Anpassung der vier Elemente identifiziert haben, haben Sie möglicherweise mehr Lücken festgestellt, als Sie Ressourcen haben, um diese kurzfristig zu schließen. In diesem Fall sollten Sie die folgenden Kriterien zur Priorisierung der Verbesserungen heranziehen: Kosten der Lösung, einfache Implementierung, Zeitaufwand für die Implementierung, Übereinstimmung mit der Unternehmensstrategie und Übereinstimmung mit der Unternehmenskultur.

We work with our clients to clearly identify the goals they hope to achieve and to use the four principles to ensure program success. We help them to implement more than just training—they follow a four-pronged program to provide training and support the use of new skills in order to achieve specific organizational results. When this is done, they are able to sustain the benefits of training long after the completion of our workshops.

Beispiele

Telekommunikationsunternehmen

A telecommunications and wireless device company saw their time to resolve cases decreased by up to 39% at the same time that growth caused their case load to increase substantially—in some cases by 125%. The cases with vague, incomplete documentation decreased from 75% to 23%. Finally, customer satisfaction scores increased by 23 points.

Pharmazeutischer Hersteller

A pharmaceutical company reduced the average time to close investigations from over 30 days to less than 20, decreased the effort required to review and approve investigations, and significantly increased first-pass approval rates. The Director of Operations noted, “The time it takes me to review and approve an investigation has dropped from two hours to fifteen minutes.” Most importantly, they satisfied the FDA’s auditors that the new approach to investigations was sufficient to ensure product integrity.

Organisation für Gesundheitsdienstleistungen

At a hospital group, the systematic, tactical, and strategic implementation of KT’s rational thinking processes, led by senior management, is credited for saving more than $32 million in the first full year after project implementation. They consider acceptance and use of a common, systematic set of rational thinking processes to be imperative to transformational success.

Hersteller von Computerchips/Elektronik

Using the new approach to troubleshooting, a computer chip/electronics manufacturer in one month closed 21 events with 88% resolved and an estimated savings of over $2,000,000. In addition, they began measuring and reporting results more quickly and senior management recognized employees and teams for achievement of results.

The approach described here can work with any training program. Questions about using this model to structure training programs are welcome.

Verwandte Seiten

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Wenn Training die Antwort ist, was ist dann die Frage? Teil V: Neue Fertigkeiten in die Leistung integrieren
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Wenn Ausbildung die Antwort ist, was ist dann die Frage? Teil IV: Coaching am Arbeitsplatz anbieten
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Wenn Ausbildung die Antwort ist, was ist dann die Frage? Teil III: Neue Fertigkeiten integrieren
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Wenn Ausbildung die Antwort ist, was ist dann die Frage? Teil II: Strukturierung der Ausbildung

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