Detailed below is an example of how Continuum would approach the design of a training initiative within an organisation.
Our approach consists of up to three stages:
1. Programme Design
2. Programme Delivery
3. Ongoing Review
Each stage would inform the next, and the client would approve each stage as appropriate.
Each Stage is briefly outlined below.
Stage 1: Programme Design
To ensure best practice is delivered in every solution, Continuum has developed a generic Learning Process which ensures all elements of effective learning are identified and achieved.
Design & Delivery Framework
Within the overall process, as a matter of course, the design and delivery of any learning solution would be based on the following framework:
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§ Identified business benefits/ROI § Clear purpose and learning outcomes § Self analysis § Knowledge input § Activity/skill practice § Evaluation and review § Action planning/learning log completion § Follow-up coaching and mentoring |
Stage 2: Programme Delivery
Pre course and post course work can be set and evaluated if required by the client and the content of this would be determined from the analysis stage.
The exact content for any training would be determined after the Analysis Stage, however, each workshop would include:
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§ Skill Practice § Self Discovery/personal benchmarking § Knowledge Input § Action Planning |
All key messages would be supported with appropriate visual aids, content for internal learning Intranets and the option of ongoing coaching if appropriate.
All Workshops are highly experiential with plenty of opportunity for discussion, challenge and feedback. This ensures the workshops are focused and suited to the needs of the delegates. We would advise coaching sessions to be included.
Coaching
Workshops are the beginning of the learning journey, but there are three mutually beneficial activities which will truly embed the learning:
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§ Workshops § External coaching § Internal management coaching and other development processes |
Coaching is a fundamental part of any development programme, and should not be optional.
Individual 1:1 Coaching is the vehicle for reviewing ‘how things have gone’ and putting new learning into practice (some of which will come from workshops) and longer-term personal development planning is a key output from this module.
Generically, any coaching would follow the Continuum best practice coaching process:
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§ Review Implementation Issues in Role § Analysis of Issues § Refresher Learning § Coaching § Evaluation § Action Planning
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Stage 3: On-going Review
There should be an on-going review process to ensure that:
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§ The learning needs are being met § The programme is delivering the required outputs § Expectations agreed by managers are being met § Action plans are being maintained
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Feedback would be collected and Continuum and the client would meet to assess any required changes.
Detailed bellow is a ‘shopping list’ of possible training course titles that can be designed and developed specifically for your organisation or a subject can be designed for your senior leadership team and its content can be amended to be cascaded through any other groups.
Managing Yourself
| The Keys to Success – Learning to Learn |
| Getting a Grip – A practical use for Emotional Intelligence |
| New Ideas for Success – Creative Thinking Skills |
| Plan your Tactics and Win! – Persuading & Influencing |
Managing Others
| Managing your Mates - Managing Others |
| Setting the Direction and 'Tone' - Leadership |
| Getting more from Difference - Diversity |
| Achieve your Dreams – Planning Skills |
Managing the Organisation/Business
| Do the ‘Right’ Things and Make Sure Everyone Knows! - Corporate Social Responsibility |
| Not just Business as Usual -Programme & Project Management |
| Achieve the Dream Together - Business Planning |
| They Only Work All of the Time - Thoughts from CEO Talent Pools |
Seminars or Workshops
| Captivating the Gnat – How to Get The Attention of a Goldfish! |
| Workplace Con Artists – How your People Rip You Off |
| 3 Markets Which May Just Save Your Business |
| Passivity: The UK Business Disease |
