Sunday, July 24, 2011

Avoiding Training Malpractice: Right Diagnosis, Right Solution

The Avoiding Training Malpractice: Right Diagnosis, Right Solution is part of the 2011 Trainers Institute Series, but anyone can attend.

Workshop Objectives

This workshop will equip you with industry best practice and performance tools to effectively:

  • Plan a strategic and systematic approach to determine true training needs in your company.

  • Requests for training (the common reactive approach)

  • Identifying future training needs in the organization (1-2 years forward, a pro-active approach).

  • Evaluating existing curriculum with the view to continue or discontinue (a current, pro-active approach).

  • Gather information on the job performance of your target group(s)
    Identify job performance gaps and determine the cause(s) of the gaps. (Make the correct diagnosis)

  • Recommend training and non-training performance solutions. (Provide the right solution

  • Build the case for organizational readiness to ensure that the training solution is fully implemented back in the workplace.

For more on the workshop, check out a message from Terrence Donahue by clicking the link below.

Date: July 29, 2011
Time: 8:00 a.m. - 12:00 p.m.
Where: Tero International

Register at:

Wednesday, July 6, 2011

Avoiding Training Malpractice: Right Diagnosis, Right Solution Workshop

Workshop Overview
It is commonly held that 80% of the training programs conducted in Corporate and Organizational America are done for the wrong reasons. Many companies view training as a "cure-all" for any and all performance problems. Training is offered as a "band-aid fix" or a placebo while the real performance problems remain undiagnosed and untreated. Conducting an effective Training Needs Analysis helps us separate training needs from training wants and keeps us from committing "Training Malpractice." In this 1/2-day workshop you will receive:

  1. A business-proven, systematic process to follow anytime you are trying to determine true training needs and other performance issues

  2. Practical and time-tested job aids to quickly and effectively guide you and your stakeholders through the needs analysis process.
This highly interactive workshop is based on the ASTD Competency Model and includes the latest research along with business-proven methods. You will receive a wealth of practical techniques that you can immediately apply on the job. You will also receive electronic files of all the job aids (checklists, decision tools, and templates) from the workshop material.

Business Outcomes
By applying the business-proven processes in this workshop, you will:

  • Eliminate ineffective and irrelevant training programs by identifying true organizational training needs.

  • Accurately forecast future training needs months in advance so new programs are launched just-in-time and aligned to business and strategic goals.

  • Assess all existing training curriculum to determine if the need for continued offering still exists.

  • Eliminate the "launch 'em and leave 'em approach" to training programs by implementing a transfer-of-training mindset beginning with the front-end needs analysis.

  • Implement a "common practice based upon best practice" for assessing training needs in your organization.

Date: July 29, 2011
Time: 8:00 a.m. - 12:00 p.m.
Where: Tero International

Register at:

Thursday, March 24, 2011

Social Media Legal Implications Breakout Session on April 1

Legal Implications of Social Media in the Workplace During the Central Iowa ASTD and CISHRM combined event on April 1, Mark Hudson ( will present on the legal implications of social media. Mark Hudson is a vice president at Shuttleworth & Ingersoll, P.L.C. Mark's work focuses on labor and employment compliance and counseling (including personnel policies and decisions, workplace investigations, affirmative action program compliance, wage and hour advice, and general employment counseling), labor and employment litigation (including equal opportunity, wrongful discharge, discrimination, sexual harassment and defense of employment-related claims), and fair housing litigation and compliance. Mark’s breakout session will explore the legal aspects of social tools in the workplace. From Facebook to FMLA, Mark will share his professional insight about the cases that are defining how the law looks at the media landscape. Register for the event at //

Wednesday, March 23, 2011

The Creative Leader Breakout Session for April 1, 2011 Event

The Creative Leader – What To Do When the Way’s Not Clear

Presented by Mike Wagner (

Skilled speaker, facilitator, business leadership consultant for more than 30 years, Mike Wagner is founder and CEO of White Rabbit Group, a nationwide consulting firm specializing in building effective leadership and unique brands. Mike specializes in identifying organizations’ “sticking points” and implementing changes to get them “unstuck” so they can break through to the next level.

Mike’s breakout will introduce the strategic importance of “creativity” as a leadership competency. Participants will be taught two mental models that support creative leaders in their work. Deeply ingrained assumptions and generalizations regarding how leaders approach their role will be examined. Skills and resources will be shared for attendees to use and apply as part of their practice as HR professionals.

Register for the entire morning event on

Tuesday, March 22, 2011

Putting Social Capital to Work

Date: April 1
Time: 8am-Noon
Location: DMACC Campus, Bldg. 7
Cost: $25-$35
Attendance: Live in Person or Live Stream via your computer – your choice!

The Central Iowa chapters of the Society for Human Resource Management (CISHRM) and the American Society for Training and Development (ASTD) have joined forces to sponsor a 1/2 day workshop exploring the topic of Social Capital. The keynote is being presented by Talent Anarchy (Joe Gerstandt and Jason Lauritsen)

"It's not what you know, but who you know that matters." That's how people describe the power of relationships in our personal and professional lives. Learn why it's never been more important to have a strong network of relationships and how to go create one. This session will break down how networks and relationships work and share the "Laws of Connection" that will empower you to create the network you need to be successful.

Central Keynote - 8 AM to 9:30 AM
Breakout #1 - 9:45 AM to 10:45 AM
Breakout #2 - 11:00 AM to 12:00 PM
*Refreshments are included in registration

To register:

Wednesday, September 1, 2010

Implementing Social Networking to Boost Organizational Learning and Performance

Social Network and Learning: How are you leveraging the tool for your training, self-learning and career positioning?

How do you use social learning to impact work and performance?

What are deep seated training beliefs and values that are challenged in Social Learning practices?

Is Social Learnng and Networking a fad, passing by fashion (which we have before) or is it here to stay as a permanent solution to training and learning?

Discover your answers this September.

Implementing Social Networking to Boost Organization Learning and Performance
Webinar Presenter: Ray Jimenez, Ph.D. Vignettes Learning
Topic: Implementing Social Networking to Boost Organizational Learning and Performance

Webinar Dates (4-part series):
Location: Vitual Facilitation
Date: Sept 3, 10, 17, and 24
Time: 11:00 - 12:00 p.m. Central Time each day

Registration details: Cost: $199 for ASTD/SHRM, $225 for Nonmembers

More Details and Registration at

Monday, July 19, 2010

Participants Hard at Work at the ASTD Central Iowa Chapter Programming Event: "The Case of the Teflon Trainee"

Pictures of Terrance Donahue at the ASTD Central Iowa Chapter "The Case of the Teflon Trainee" Event

The Case of the Teflon Trainee Review

On July 9th, Terrence Donahue presented an eye-opening interactive workshop for the ASTD Central Iowa Chapter - The Case of the Teflon Trainee: Overcoming Obstacles to Make Your Training Stick. And for those who did not attend, you missed a very informative program about obstacles that prevent training from sticking and how to overcome them. Some of the highlights that can help training and management look at transfer of training more closely are:

  • Consider the cost of unused training! Ask management what training actually costs. Ask them how much it will cost the company if training is not done. Finally ask them what the cost is if training was provided, but not used on the job.
  • Form a performance partnership among trainers, managers, and employees. Training has a partnership with employees and management to assess the needs and train. Management partners with training and employees during and after the training. It should be managers who are responsible for performing Level 3 evaluations for determining if skills are being used at work. Employees have a partnership with trainers and managers to identify what they are to learn and how it will be applied on the job.

How can training help with this process? Why not train managers how to help their employees use the newly learned skills. Meet with management prior to training to discuss a plan of action for helping employees transfer skills to their jobs.

If you attended the workshop, please feel free to comment on more of the information you believe was pertinent to you.

Saturday, July 3, 2010

What Is the Cost of Training to Your Company if Learners Are Only Applying 20% - 30% of What They Learned in Training?

The transfer of training is very important because the price of retraining a learner can be costly in the amount of lack of time on the job and retraining.

A question to consider prior to the July 9th ASTD Central Iowa Chapter event, "The Teflon Trainee: Overcoming Obstacles to Make Training Stick," by Terrence Donahue, is
"If your learners are only applying 20 - 30% of what they learned in training, what is the cost to your organization?"
Feel free to comment on the programming activity blog: http:\\
If you have not yet registered for the July 9th program, you can do so at http:\\

Terrence Donahue Interview: Part II

What should Training and Development professionals do to strengthen their case for training?

Mr. Donahue: Help executives and business leaders to understand 3 things...
  1. The cost of training,
  2. The cost of not training, and,
  3. The cost of training provided that has not been applied on the job. This thrid item is a crucial conversation.


What is your Myers-Briggs profile?

Mr. Donahue: ESTJ, but I'm a borderline introvert. I don't like being the center of attention, but really enjoy facilitating.


How can a trainer make the most of his/her personality, and avoid worrying about some of the traits or characteristics s/he lacks?

Mr. Donahue: I try to remember that no matter what I do in Training and Development, my main product is the job performance of learners, so I focus on their ability to learn and apply the training. I like to ask trainers, "What is your product?" Interestingly, many of them have no idea; they don't know how to respond.


On the Personal Side....

Terrence has 2 boys and 2 girls, all under 14 years old. When asked what his favorite family activity is, he said "Just talking with them - asking questions and listening." No doubt, home is where he's gained some of his best listening skills!


Remember the question from Part I Is Terrence's favorite actor:
A) Will Smith
B) Charles Bronson
C) Bob Hope
D) Leonardo DiCaprio

If you guessed "C" Bob Hope, you're correct!

-- by Chris Ballew, Programming Committee

Monday, June 28, 2010

Why Do You Receive Requests for "Refresher" Training?

There were times that I was asked to give refresher training to employees who should now be using the skills on the job. Yet, I believed that the training was complete and the employee left knowing the material that was taught.

Other topics to consider if you are attending the July 9th, "The Teflon Trainee: Overcoming Obstacles to Make Training Stick" event are:
  • How many requests do you receive for "refresher" training?
  • Have you ever felt that these requests stemmed from the fact that management never reinforced the initial training?

Please feel free to post your responses in the comments of this blog.

If you have not registered yet, you can do so at

Thursday, June 17, 2010

Interview with Terrence Donahue: Part I

Terrence Donahue
Presenter for the July 9 Program
"The Case of the Teflon Trainee: Overcoming Obstacles to Make Training Stick"


Terrence attended Eastern Illinois University ( the Panthers) in Charleston, where he earned his BS in Education. He attended on an athletic scholarship, competing for the Panthers in both cross country and track. He has worked as VP of Instructor Quality, Director of Training, and Senior VP prior to establishing his own business, the Performance Maker Group, in Muskego, Wisconsin. He is the father of 2 boys and 2 girls, all under 14 years of age.

Terrence's favorite spectator sport is (drum roll, please) ...professional football. His favorite team? The Chicago Bears. His favorite meal is a tossup, either ribs or pizza.

Called "The Trainer's Trainer" by his clients, his trademark is providing clients with practical processes and tools to succeed in their roles.


"Terrence, how can T&D professionals ensure that line managers do appropriate follow-up to "make training stick?"

Mr. Donahue

There are several ways T&D can accomplish this.

  1. Emphasize the cost of training given, but not applied

  2. Influence the influencers, since T&D doesn't have authority to ensure change occurs

  3. Help managers understand their role in the training process


"You stated in an earlier interview that the value of T&D professionals' work will come 'not in the things, we say, but in the questions we ask.' What has helped you become a better listener?"

Mr. Donahue
Watching other people listen. I learned this from observing my mentor, both in business meetings and in social settings. I made a conscious decision to work on my own listening skills. If you can ask good questions, people never argue with their own data.


"What's the biggest obstacle to learning that trainers overlook?"

Mr. Donahue
Trainees don't know why they're taking the training program or what will be expected of them upon completion of the training. This needs to be reinforced by the trainee's manager, both pre- and post-training.

In 2 weeks, we'll post Part II of Terrence's interview. Find out if his favorite actor is:

A) Will Smith
B) Charles Bronson
C) Bob Hope
D) Leonardo DiCaprio