1.Explore clients requirements stage provides an opportunity for our team to learn about the training and knowledge transfer issues that will drive the training inputs created for the customer.

      2. During the Analyze gathered information stage, our team analyzes the raw data captured in the Explore client requirements stage to gain a more complete understanding of the training materials that are to be created. We also identify specific client requirements (e.g., particular soft-skills that might be necessary), and other factors that will impact how the training materials are created and delivered.

      3.Create Training Plan uses the information gathered and analyzed in the first two stages of the r phase to create a detailed Training plan. The training plan, which describes both the objectives and the deliverables in considerable detail, is a road map for completing the project. The training plan generally includes the elements to face a broad range of training requirements and knowledge transfer goals. Our team creates training materials to meet these requirements and goals, using a comprehensive methodology.

      The Training Methodology covers highly diverse skills requirements, offering structure, consistency, and predictable training plan. The result: shorter training cycle times, higher work quality, increased predictability, and lower costs than would otherwise be possible.

      An Investment more important than Expense, training is nonetheless, an expense.It’s an “Investment for future” Business.

      According to Peter Drucker ,"Marketing and Innovation make money. Everything else is a cost". Training & Development is well worth the time and money in the long run. As Nierenberg points out, the results may not be immediate but improving communication and people skills leads to better assignments down the road. "Your most important element is your human capital", she says. "Unless you have the soft skills, you can’t get to the hard skills".

      Company management wants to know that the money they are spending on training is well spent. They want to know that they are getting a sufficient return on their training investment (ROI).

      Upgrading factors include:

      • Increased productivity

      • Reduction of redundancy

      • Improved employee retention.

      Measurement of training ROI starts with defining the reasons and goals for the training, determining how much the training will cost, and verifying the amount of return.

      Training Goals

      A company may provide training to their trainees, recruits, staff, managers, customers, and some times suppliers. The ultimate reason for training them should be to improve the profits and repeat business of the company. It is preferred that this improvement is measurable, so that an effective ROI can be determined

      Motive to Training

      The reason to train trainees, staffs and managers is so they will learn to do their jobs better or perhaps learn new skills or technologies that can be applied to the company’s goals. Managers are often trained in people-handling skills. Also, companies may allow staffs to take training simply as a way to keep them happy in their jobs.

      Assessment & Skills Audit

      An assessment ensures that training is aligned to an ongoing skills audit. If you are on top of which skills each role requires and because roles are defined by market & business needs, it can illustrate how training bridges that gap.

      We delegate feedback and 360-degree reviews as well as Pre- and Post -training assessments which measure the training should always be considered to evaluate whether it was a successful.

      The purpose of the evaluation is to determine the extent to which the training achieved its objectives and to identify what adjustments, if any, need to be made to the training design or follow-up process. The feedback form filled up the participants at the end of the training program address the following criteria:

      • Did the participants acquire the knowledge and skills that the training was supposed to provide?

      • Were the trainers knowledgeable about training content?

      • Were the activities interesting and effective?

      • Was the training format appropriate?

      • Is there more training related topics needed to support participants in their work?

      During a multi-day training, we have participants complete an evaluation form at the end of each day and a summary evaluation at the end of the training.

      Follow-up, the benefits of training may quickly be forgotten or never used. Follow-up activities provide the continued support and feedback necessary for the successful implementation of new ideas and practices. To be effective, follow-up activities are planned as we develop your training design, include a range of opportunities for participants to reflect on both the content of what they learned during the training and the process of implementation. Some follow-up strategies which have been shown to improve the adoption of new training practices include:

      • Newsletters and Learning Mails from the trainers.

      • One to One Counseling on request.

      • Observing colleagues , in which individuals observe one another performing a newly acquired skill, then meet to discuss and reflect on their observations

      • Guiding, in which individuals receive on-site, personal support and assistance from someone with experience in the method being learned.

      • Motivation sessions, in which training participants are brought together two to three months after the training event to reinforce the knowledge and skills acquired during the training;