The training lie: When Whistelblower come out


We are moved by the idea to make the world of work more human - without constant pressure for efficiency, stress and fear. As Publisher Best of HR - Berufebilder.de® with podcast, eLearning-on-demand offers and news service we share 15 years of experience with our customers (Samsung, Otto, state institutions). By the Top20 female blogger and consultant Simone Janson, referenced in ARD, ZEIT, Wikipedia .
Copyright: Cover illustration via Amazon.

In-company training is a billion dollar business. Because she promises Company Not infrequently efficient, even brand new employees: In two days, the gray mouse will become the eloquent, charismatic leader. Or from the chronic Prokastinierer a disciplined, well-organized employee.


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Here writes for you: Simone Janson is a publisher, German Top20 blogger and HR communication consultant. Profile

The development myths

Overview

Because allegedly learning and change go very fast, easily and without effort. Employees are competent after a one- to two-day behavioral training and behave in the desired manner.

Attitudes can change in a seminar. And the employees do not have to cramming and practicing what they have learned, but they will be liable on their own. If necessary, it is immediately available.

What training really brings

Overview

After all, education does not really do what it promises. In his much-acclaimed book "The Weiterbildungslüge" admits Dr. Axel Koch under the pseudonym Richard Gris on with the myths and reveals the inefficiency of personnel development.

His sometimes somewhat polemical but highly entertaining report unmasks the tactics of seminar providers and explains that employees change only on their own initiative and why. With this he hits something in the same horn as Armin Surma.

What is the purpose of satisfaction questionnaires?

Overview

Gri's comments on the satisfaction questionnaires, which have been written for several years at the end of a seminar for the evaluation of a seminar success, have particularly pleased me. They are based on the fact that top evaluations simultaneously ensure the success of the learner in practice.

But this is not the case: trainers who are humorous, entertaining, competent and practical in their work can inspire participants and thus achieve optimal scores in satisfaction questionnaires.

Little tricks for success

Overview

Sometimes they use little tricks for that, for example by quickly giving stock market tips that do not really fit the content.

However, this does not have anything to do with implementation success. Euphoria, which broke out in the seminar due to such tricks, disappears just as quickly as good intentions for New Year's Eve. :

Negative can be positive

Overview

Conversely, negative reviews do not always mean that the participants have learned nothing - as I know from both sides of the "lecturer's desk":

Sometimes, participants just heard something they did not like - and that of course spoils their judgment. Some insights have to mature - and that can take months. Result: The satisfaction questionnaires are hardly meaningful.

But how can you do it better?

Overview

In fact, that was exactly the point that bothered me about the book. As Richard Gris, Axel Koch only lamented about the continuing education industry and told horrendous stories.

Although it was already clear to me that there is a lot going on in the continuing education industry - but that bad?

However: solution approaches were missing! So far.

Overview

But now has Dr. Axel Koch: As a solution to the problems he has raised in the book, he now has the GRISConcept developed. According to this concept, it is not only the right content that determines the effectiveness of a training, but rather the transfer strength of the participants - the ability to transfer knowledge into the daily work routine.

To record the transfer strength, Gris developed a well-founded questionnaire. Nine factors determine the ability that the author considers a stable personality trait. The aim of the concept is to provide executives with the tool for more effective employee development.

If a Whistelblower is oute

Overview

Interesting, I find that he does this under his real name. For his insider knowledge, which had spread in the course of his education, he was right to fear that he would not be able to put a foot on the ground in the industry.

However, he also shows that a pseudonym for authors can often become a problem, namely when the author wants to establish his name as a brand. As a marketing tool for subsequent orders, books can not be underestimated.


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