The purpose, stated properly.
WHAT TRAINING IS FOR
Changing what people can actually do.
WHAT IT IS NOT FOR
Filling time Rewarding people Demonstrating that something was done after a problem
WHY THAT LAST POINT MATTERS
Training is the commonest response to error and frequently the wrong one.
WHEN TRAINING IS THE RIGHT ANSWER
The person does not know how The person has never been shown The task is new or has changed
WHEN IT IS THE WRONG ANSWER
The process is unclear The tools are inadequate The person has no time The incentive rewards the wrong behaviour Nobody checks
WHY THAT DISTINCTION MATTERS
Training a person to overcome a broken process does not work, and it blames them for it.
WHAT TO ESTABLISH BEFORE ARRANGING ANY TRAINING
What specifically people should be able to do afterwards.
WHY
Training without a defined outcome cannot be designed or assessed.
WHAT MAKES TRAINING WORTHWHILE
It addresses a real gap It is followed by practice The person is expected to use it Someone checks whether they do
WHAT MOST TRAINING LACKS
The last three.
WHAT THAT PRODUCES
Knowledge that fades within weeks.
WHAT TO TREAT THIS CATEGORY AS
Practical guidance on building capability, whatever the size of the business.
