Experienced Facilitation – the Success Factor in Training

I really believe that facilitation skills are as important as the content or curriculum of any course, workshop or online activity. The facilitator is the most important component of a successful training program. Lisa Haneberg points out in her new book titled, “Developing Great Managers” (ASTD-2008) that there are four characteristics or skills that make up an effective management trainer:

- Previous success as a manager
- Business acumen
- A passion and talent for being a catalyst, and
- The ability to create and facilitate great dialogue

I think it is important for the facilitator to have those skills but my opinion this has often fallen on deaf ears and I am glad Haneberg has taken such a position. I think that the ultimate training program offers great content, an excellent pre-course work assignment, application and action exercises, practical tools for immediate use in the workplace, case studies, and goal-orientation. That is my prescription for a good training outcome.

Innovative Leadership has been a member of the American Society of Training and Development for almost ten years. We actively participate in their functions and subscribe to the majority of their publications including books, manuals, programs, and other materials.

We consist of a team of professional facilitators (meet us) that have extensive management experience and business acumen. We are committed to providing the vehicles that focus on both people development and organizational effectiveness. We integrate a variety of learning instruments to provide the desired outcome for the training and development engagement with the ROI defined upfront.

Don't forget that our "Making of an Effective Manager" course starts September 17th. Read more about it on our website Click Here

Confusion in the Ranks

I have read article after article regarding the importance of employee retention. I have also read in a recent survey the American Society of Training and Development that the following are ranked according to how the best companies measure performance; 1) Productivity Improvement, 2) Ability to Retain Essential Employees, 3) Quality of Products and Services, 4) Customer Satisfaction, 5) Employee Satisfaction, 6) Sales and Revenues, 7) Overall Profitability, 8) Cycle Time Reduction or Improvement and 9) Other.

In another article, “The Hidden Talent Retention Strategy” by Michael Laft, which appeared in Training and Development (December 2007 Issue) stated that 75% of managers are unaware of a retention strategy in their office. Appearing in the December 2007 issue of Training and Development, it has been shown that even when companies are making an effort to engage workers or make them happy, the managers are not aware of the company’s actions and this is not being communicated to them.

The number one non-financial reason why workers leave their jobs is an opportunity for advancement, followed closely by work-life balance and more interesting work. This was noted in a survey conducted by the International Association of Business Communicators.

Even though most articles written for the HR circles are telling everyone to align your people with your business strategy, they are not telling the management team of the respective company to do the same. Almost every article on employment is demonstrating that there will be an imminent shortage of executives and that most companies expect competition for talent to intensify. Senior executives have frequently acknowledged their failure to pay attention to these issues and now seem to understand that their retention strategies cannot focus solely on the top performers but all employees. We need to engage workers of all ages, nationalities and genders who want to work for your company and remain there for as long as they can.

The problem is that managers treat talent in a most reactive manner. Managers and companies alike must think of the workforce as a collection of segments that actively create or apply knowledge. Companies need to make sure that performance reflects the workplace expectations of both the worker and the company. Companies need to instill a deep commitment to its employees. A commitment must start at the top and should cascade downward through the ranks. Managers must try to integrate a hiring and retention program with their strategic business plan and communicate this integration to all employees on a daily basis. These employee retention strategies must be incorporated into the culture of the company and be expected in terms of core value or competency.

When we find that talent is being nurtured at all levels of the organization or company, we can be reassured that we have been successful in creating a real retention plan that exhibits the real values of company and its commitment to its people and their values.

Contact Innovative Leadership at your convenience for information on our integrated Hiring and Retention Process that can make a difference in motivating, retaining, and even hiring your next top producer or “star” employee. www.ILDV.org or 609-390-2830.