Page 105 - The Creative Training Idea Book Inspired Tips and Techniques for Engaging and Effective Learning

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94 The Creative Training Idea Book
in the distribution and collection of data. This makes them aware of the process, uses
their clout, involves them in the learning process, and potentially gains valuable train-
ing support.
There are generally two approaches to using post-session questionnaires. The first is
to send them only to participants to elicit their ideas, perspectives, and input related to
on-the-job application of what was learned. A more reliable and broad-based approach
is to send questionnaires to participants, their supervisors, peers, and, if appropriate and
possible, their customers. This strategy usually results in more feedback and a broader
perspective from others around the participant. Such insights often help paint a true
picture of how the participant is performing since the training compared to pretraining
performance. Such an approach can also help identify needed changes in program con-
tent and delivery.

On-the-Job Observations

By coordinating with the supervisors of your participants, you may be able to arrange
time for on-the-job performance observations. In sitting with or standing behind par-
ticipants as they work and interact with customers, or by simply walking around and
observing, you can get a good sense of how well training concepts are being applied.
You are also afforded a crucial opportunity of answering clarifying questions that partici-
pants and others have related to training concepts taught. In addition, you can function
as an on-site coach and provide performance feedback to participants to help reinforce
classroom learning. With what you learn through such observations, you can more effec-
tively revamp program content and objectives. You can also incorporate success stories
of how participants improved performance as a result of their training into future learn-
ing experiences. If you plan to do the latter, it is important to inform participants and
supervisors and get permission first or to omit names and specific details that would
lead others to know who you are talking about.

Interviews
Another strategy for gathering future participant training needs is to interview partici-
pants and their supervisors, peers, and customers. This strategy can be coupled with the
on-the-job observations you read about earlier. To conduct your interview, you can fol-
low a format similar to the pre-session interviews you read about. Your goal is to deter-
mine if, and how, participants’ knowledge, skills, and attitude have changed since their
training.

Customer Feedback
In addition to any information you can glean during interviews with customers, you
can also analyze any written feedback they have provided. Many organizations have
customers complete counter cards (short feedback forms located on tables, counters, or