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matrix vision newsletter
Training & Development Issue
November, 2009 - Vol 2, Issue 11
In This Issue
Why Train?
Importance of Training and Development
What Learners Want From Trainers
Train to Ingrain
Quick Links
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Story of the Month
 A mother repeatedly called upstairs for her son to get up, get dressed and get ready for school. It was a familiar routine, especially at exam time.
"I feel sick," said the voice from the bedroom.
"You are not sick. Get up and get ready," called the mother, walking up the stairs and hovering outside the bedroom door.
"I hate school and I'm not going," said the voice from the bedroom, "I'm always getting things wrong, making mistakes and getting told off. Nobody likes me, and I've got no friends. And we have too many tests and they are too confusing. It's all just pointless, and I'm not going to school ever again."
"I'm sorry, but you are going to school," said the mother through the door, continuing encouragingly, "Really, mistakes are how we learn and develop. And please try not to take criticism so personally. And I can't believe that nobody likes you - you have lots of friends at school. And yes, all those tests can be confusing, but we are all tested in many ways throughout our lives, so all of this experience at school is useful for life in general.
Besides, you have to go, you are the headteacher."

Training Quotes
"The only thing worse than training good employees and losing them is NOT training your employees and keeping them."
Zig Ziglar
" Lecture: The process by which the notes of the professor become the notes of the student without ever passing through the mind of either." 
Author Unknown
"Teachers open the door, but you must enter by yourself." 
Chinese Proverb
"The secret of teaching is to appear to have known all your life what you learned this afternoon." 
Author Unknown

 "Experience is the worst teacher; it gives the test before presenting the lesson." 
Vernon Law

"Never try to teach a pig to sing; it wastes your time and it annoys the pig."
Robert Heinlein
"Don't send your ducks to eagle school."
Jim Rohn

"If you think training is expensive, consider the cost of ignorance."
Author Unknown

Welcome to the matrix vision newsletter for November.  This month's newsletter is focussed on the value of developing the knowledge, skills and attitudes of the people who work within our organisation.    
This newsletter presents some tips and tools on how to build our business through the development of our people.  We have articles including:
  • why we need to train our people
  • where the benefits come from,
  • what learners want from trainers, and
  • Train to Ingrain - a methodology to improve the transfer of training

Enjoy your reading and as always your feedback would be welcome!

If any of the information interests you and if you would like to find out how it can help you please contact us.  We would love to talk with you.
Why Train?
Leadership MachineMichael Lombardo and Robert Eichinger authors of "The Leadership Machine" researched and developed 67 Competencies which cover all the knowledge, skills and abilities managers and leaders can possess to make them effective. 
Some of the "Lominger" competencies they describe are things like: 
  • Business Acumen
  • Decision Quality
  • Creativity
  • Managing Vision and Purpose
  • Customer Focus
  • Delegation
  • Planning
  • Time Management etc. 
In addition they have collected data on over 3000 people from more than 120 companies.  Over 21,000 bosses, peers, direct reports and customers rated these people on their performance in each of the 67 competencies. The people rated were classified as individual contributors, managers or executives.
The competency that scored 67th out of 67 for individual contributors, managers and executives was the competency "Developing Direct Reports".  The concern at this result is that managers and others are typically either unwilling or unable to invest in the people who will deliver future results to the business.
On the whole we do not develop people well and unfortunately it can be detrimental to our business success.  Below are some excerpts from an IBM White Paper called The Value of Training (and the high cost of doing nothing)
Training affects employee retention.
According to the American Society for Training & Development, 41% of employees at companies with inadequate training programs plan to leave within a year compared to 12% of employees at companies who provide excellent training and professional development programs.
IDC, the global market intelligence organisation, estimates a company will lose 10 to 30% of its capabilities per year. By Year Three, an organisation has retained only 41% of it's original capabilities, dwindling to 24% by Year Six, due mostly to employee movement, process changes, technology changes and the dearth of knowledge new hires bring to the organisation.
Value of training and skills development programs
According to IDC, the three categories where training can provide a measurable return on investment are revenue generation, productivity/performance improvement and cost-reduction.
Revenue generation
More than 60% of managers believe that the skill of their teams is the most important success criterion for critical functions.
Companies in the top quarter in training expenditure per employee per year ($1,500 or more) average 24% higher profit margins than companies that spend less per year, according to HR Magazine.
Productivity/performance improvement
Knowledge and skills development are vital to the health of an organisation. According to a Merrill Lynch study, Motorola estimated that every dollar spent on training yielded US $30 in productivity gains within three years.
Cost reduction
An IBM training assessment and implementation at an energy company with 1,000 employees found that companies can save significantly on labor costs with minimal investments in employee skills development.
The study concluded that training which produced an average productivity improvement of only three minutes per day would save the company at least US $240,000 per year. 
If you would like some ideas about how you can increase revenue. improve performance and reduce costs through training give us a call.
Importance of Training and Development
In recent years, there has been a trend to recruit people who already had the skills. You were only employed if you already had the full range of skills necessary. Naturally, this was a short sighted approach, as evidenced by the widely discussed skills shortage in Australia and overseas. This assumed that somebody else was training your employees for you. If everyone makes this assumption, the whole system breaks down.

More recently, there has been another change. Many organisations are making a strong commitment to develop their talent from within. Many employers recognise that most skills can be taught and that expertise can be developed on the job. These employers focus more on selecting staff with the right attitudes and basic (generic) competencies like commitment and communication skills. The technical competencies are built on over a period of time.
Importance of Training and Development 
  • Optimum Utilisation of Human Resources - Training and Development helps in optimising the utilisation of human resource that further helps the employee to achieve the organisational goals as well as their individual goals. 
  • Development of Human Resources - Training and Development helps to provide an opportunity and broad structure for the development of human resources' technical and behavioral skills in an organisation. It also helps the employees in attaining personal growth. 
  • Development of skills of employees - Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. 
  • Productivity - Training and Development helps in increasing the productivity of the employees that helps the organisation further to achieve its long-term goal. 
  • Team spirit - Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. 
  • Organisation Culture - Training and Development helps to develop and improve the organisational health culture and effectiveness. It helps in creating the learning culture within the organisation. 
  • Organisation Climate - Training and Development helps building the positive perception and feeling about the organisation. The employees get these feelings from leaders, subordinates, and peers. 
  • Quality - Training and Development helps in improving upon the quality of work and work-life. 
  • Healthy work-environment - Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organisational goal. 
  • Health and Safety - Training and Development helps in improving the health and safety of the organisation thus preventing obsolescence. 
  • Morale - Training and Development helps in improving the morale of the work force. 
  • Image - Training and Development helps in creating a better corporate image. 
  • Profitability - Training and Development leads to improved profitability and more positive attitudes towards profit orientation. 
  • Training and Development aids in organisational development i.e. Organisation gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies. 
  • Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. 
  • Training and Development demonstrates a commitment to keeping employees on the cutting edge of knowledge and practice..

We can help you improve your organisation through the on-going development of your people.  Now is a great time to plan for next year. Give us a call.
What Learners Want from Trainers
In a survey of what trainer qualities, methods, and skills worked best for learners, the following came at the top of the list:
  • Knowledge.  People want a trainer to be knowledgeable about their subject.  You must have not just a teaching knowledge with enough to get by, but a good, well rounded knowledge, including quick ways of doing things, tips and tricks, and a knowledge of the alternate methods. 
  • Organisation.  It is very important for learners to feel that a training class has structure and that the trainer has good organisational abilities.  They like to have a clear idea of what is to be covered and how the training will be structured.  They like to have the trainer deliver the training in a consistent and organised fashion.  They like to see the training well planned and well executed. 
  • Ability to capture and hold attention.  Learners want lively and interesting trainers. They like a trainer who, in some way, can stimulate their interest, capture their attention, and constantly offer something fresh, interesting, and engaging.  They appreciate a little of the "dramatic" in a presentation - they like to be entertained as well as learn. 
  • Relevant examples.  Sometimes in training classes, trainers use generic or textbook examples to illustrate procedures or processes.  Most learners prefer the trainer to relate the training to "real" examples relevant to their work and interests. 
  • Genuine enthusiasm.  Notice the word genuine.  Sometimes trainers feel a need to be "up" and excited, and try to appear enthusiastic when they are not.  People see through this type of enthusiasm very quickly.  They like to see trainers who are truly enthusiastic about what they are teaching.  Enthusiasm is contagious, and learners like to be infected. 
  • Involvement.  Most learners like to feel an active involvement in the training.  They want to be an integral part of what is going on and feel that their opinion counts for something.  They dislike demonstrations or lecturing where they take a passive role in learning. 
  • Answering questions with respect.  Many learners are afraid of asking "dumb" questions in front of others.  Many people can remember experiences they had back at school when a question they asked was ridiculed, or they were made to feel "stupid".  This fear often surfaces in a training room.  Learners value highly the ability of a trainer to answer all questions respectfully and without talking down to them. 
  • Patience.  Patience is highly valued in trainers.  You must be able to persist in an explanation or continue to assist someone who is struggling without becoming frustrated or making the learner feel uncomfortable.  Being able to listen carefully to each question that is asked without interrupting. 
Take a look at your training, and compare it to this list. How do you rate? Which areas could you improve in?
Just for the record, here's the list of the mistakes trainers make and what drives a learner insane: 
  • Impatience 
  • Lack of involvement with learners 
  • Lack of knowledge 
  • Lecturing 
  • Disorganisation 
  • Being unprepared 
  • Trainers who can't use audio-visual aids properly 
  • Getting off track 
  • Blaming others for problems with hardware or software 
  • Assuming that everyone is following 
  • Inflexibility 
  • Talking "down" to learners 
  • Lack of enthusiasm and energy 
  • Lack of a sense of humour
Paul Clothier 
At matrix vision we deliver high quality training that gets results.  Here are some comments from participants at some of our training sessions.
"A rewarding program delivered very professionally" - Finance Manager, Sydney
"Excellent program, great facilitation skills" - Divisional Manager, Melbourne
"Barry, your skill and professionalism greatly impressed my team" - General Manager, Sydney
"Your presentation performance and the relaxed atmosphere you generated were instrumental in providing an interesting and totally absorbing session" - Divisional Manager, USA
"The best program I have attended in years" - Finance Manager, New Zealand
"The program was well designed, well presented and appropriate to our practical needs" - Production Manager, Brisbane
"Barry certainly does his job well, getting information across while making the session enjoyable as well" - HR Manager, Philippines
"Barry is an interesting person with some great anecdotes" - Manufacturing Manager, USA
"Barry has a mastery of his subject and provided excellent execution" - General Manager, Adelaide
"You do an excellent job of presenting this course, relaxing, yet effective" - Sales Manager Asia, Kuala Lumpur
"Barry has done extremely well, Very brilliant. Thank you!" - Production Coordinator, Philippines
  Give us a call
Train to Ingrain
20/20 Logo 
Matrix Vision is a value added reseller and a user of the most powerful and versatile feedback software tool available today.
People need an efficient, confidential and anonymous vehicle for giving feedback to each other. State-of-the-art software can simplify the process of collecting multi-source (360) feedback for anyone in your organisation.
20/20 Insight GOLD is the world's most versatile feedback tool. With this system, we can set up surveys to collect virtually any type of feedback-ideas, opinions, impressions, ratings - from any number of people about the performance of an individual, a team or even your organisation as a whole.organisation.
The following article by Dennis E Coates, Ph.D. talks about a methodology termed Train to Ingrain which uses 360 degree feedback before and after the training to enhance training transfer. 
How to Implement a Reinforcement-based Approach to Learning and Development that Achieves Permanent, Measurable Improvements in Individual Workplace Performance
The ultimate goal of training and development has always been to achieve permanent, measurable improvements in performance that have a positive impact on business results.
Executives and HR professionals have pursued this goal for decades. Regrettably, most organisations haven't been able to achieve anything close to this expected return on their investment-especially in the improvement of leadership, sales, service and other interpersonal skills. Even though tens of billions of dollars are invested in learning and development every year, the best efforts of trainers have not been able to consistently produce permanent changes in workplace behavior. This failure has come to be known as the "transfer of training problem."
Experts say the issue typically isn't with the training and development programs themselves, but with their context-the activities and practices that happen before, during and afterwards. The central problem is inadequate follow-up reinforcement of the skills introduced in training. Recent discoveries in neuroscience tell us why this is so important: performance improvement involves the growing of new dendrites to reconnect brain cells into new pathways that enable new skills and behaviour patterns. This physical connecting-up process depends on a substantial amount of practical application and reinforcement, which almost never happens in the traditional approach to training and development.
Train-to-Ingrain is a uniquely structured performance improvement process that focuses on eight critical areas to address this problem. It gives organisations a realistic, reinforcement-intensive method for transferring classroom learning to permanent improvements in workplace performance.
At the heart of Train-to-Ingrain are two imperatives: 
  1. Integrating assessment and training with enough follow-up reinforcement so that newly learned skills and practices are permanently ingrained as improved individual performance
  2. Involving direct managers as workplace performance coaches of their subordinate team members throughout this ongoing assessment, training and reinforcement process
The result is a mutually supportive partnership among learners, their direct managers and training staff-referred to as the "Learning Triangle."

Traditionally, an HRD event or intervention is designed to fix a performance problem:
- Developmental program
In the best case, the selection of the developmental program is based on one of the many instructional design models, which attempt to diagnose the performance problem before prescribing a solution. In the worst case, a program is selected based on marketing, politics, consensus or somebody's opinion. In any case, these events or interventions almost never include a program of follow-up reinforcement and so fail to achieve lasting improvements in performance.
Train-to-Ingrain isn't a single program, event or intervention. It's a new contextual framework for conducting such programs. It's an ongoing process in which efforts to ingrain new skills and improve an individual's performance become a routine aspect of work: 
- Assessment
- Developmental program 
- Coaching 
- Ongoing development 
- Follow-up feedback and assessment 
- Accountability 
Before training, individual performance levels are benchmarked using multi-source feedback assessment, with the expectation that follow-up measurements will be made several months after training. This focuses learner attention, increases motivation and establishes a mechanism for accountability. Training programs incorporate best practices that contribute to retention and learning transfer. With the support of trainers, direct managers play a crucial role during the follow-up reinforcement phase, supporting continued learning, ongoing feedback, coaching and accountability. 
Eight critical areas impact on whether classroom learning transfers to permanent improvements in workplace performance. Ultimately, for maximum return on investment an organisation will need to optimise each area: 
  • COMMITMENT - Support follow-up reinforcement
  • COACHING - Prepare direct managers for their development role
  • FOLLOW-UP - Integrate reinforcement programs with assessment and training programs
  • ACCOUNTABILITY - Measure performance improvement and calculate ROI
  • TRAINING FOR TRANSFER - Incorporate learning strategies that promote application and reinforcement of skills
  • LEARNING NETWORKS - Coordinate support for the learner
  • FOCUS - Identify training needs that will have a positive impact on business results
  • CULTURE - Align the organisation's policies and practices to support performance improvement
It's neither necessary nor desirable to try to improve all areas at once. To achieve positive results as soon as possible, the best approach is to get started quickly by doing three things, which can be accomplished in a very short period of time: 
  1. Acquire integrated assessment and training technologies that support ongoing skill reinforcement.
  2. Involve direct managers in the learning process. Define their staff development responsibilities and hold them accountable.
  3. Measure performance improvement. Assess skill areas before and after learning to establish developmental goals and accountability.
You can then build on the foundation of these successes with a customised strategy to optimise all eight critical areas.
Dennis E. Coates

We can work with you to incorporate feedback into your training to ensure you get a greater return on your investment.
To learn more about the power of 20/20 Insight Gold click on the image.
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To talk with us about how you can use feedback to help improve your training investment, please  contact us 
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In December the theme of the newsletter will be "Christmas Fun".
All the Best,
Barry Signature
Barry McMaster
Matrix Vision Pty Limited