Training people is not the same as them learning

This page describes what the group works on with organisations. What it would look like in yours is a conversation, not a catalogue entry.

The variable underneath the training budget

Every organisation that trains its people has had the same experience: a well-built course, good feedback in the room, and very little visible six months later. The usual explanation is that the content was wrong. Often it was not.

People absorb what you train them on at the speed they are able to learn, and learning itself is rarely taught — not at school, not at university, not on the job. It is the one input in a training budget that never appears as a line item, and it decides what happens to all the others. What follows is what the group works on, in general terms. The shape of the work depends on the size of the organisation, on who it involves and on what has already been tried. If any of it is recognisable, tell us what the situation is: the form at the bottom of this page reaches the people who would do the work.

Three dimensions, inside an organisation

1

How your people learn

Learning Skills: the input that decides what survives of everything else you train them on.

2

How they handle themselves

Personal Skills: pressure, disagreement, responsibility for one's own decisions.

3

How they work with other people

Professional Skills: delegating, leading, deciding without complete information.

Where this work comes from

professional-skills

LEARNIS Talent

The programme built for organisations: it starts from a mapping of the people involved and combines training, applied work and one-to-one support. It has a front end and a longer in-company path, LEARNIS Talent Lab.

learning-skills

LEARNIS Mind

The method work, for people who have technical material to absorb.

corporate

LEARNIS Academy

Continuing programmes on transferable skills, by subscription rather than as a one-off course. The one for professionals is the relevant entry point here.