Introduction: A Manifesto
A set of principles which inform the approach to workplace learning described in this book.

The Complete Training manifesto:

  1. People of all ages are efficient learning machines
  2. The aim of workplace training is to enable people to do things differently and do different things
  3. People are varied so  one size  will not fit everyone
  4. Evidence based techniques are more likely to work
  5. Language matters
  6. What gets measured gets done
  7. The best training requires a coherent, joined up approach

Chapter 1.           Employee Life Cycles
Describing the different learning and development challenges for five key stages of employment:

  1. Induction (New Recruit)
  2. New Manager
  3. Leader
  4. Experienced Specialist
  5. Retiree.

All the following chapters include hints and tips about applying the techniques and approaches described for employees at each of these key stages in their careers.

Chapter 2.           Complete Training Tools – the Starting Point
Training Needs Analysis and Pre-workshop Activities.

Chapter 3.           Complete Training Tools – Workshops
How to use workshops and why they are not always good value for money.

Chapter 4.           Complete Training Tools – Follow Up Activities and On-the-job/Informal Learning
Continuing the training process in the work-place.

Chapter 5.           Can all the tools work together?
A discussion of blended learning and the 70:20:10 model which may help understand the link between formal, informal on the job learning.

Chapter 6.           Technology what works and what doesn’t
The potential for using distance learning including user generated content and the idea of the ‘Transactional Network’ – a possible route for web 2.0 tools to support work-based training .

Chapter 7.           Knowledge Management and Performance Management – Mutually Exclusive?
A review of how performance management works how this can interfere with effective knowledge management.

Chapter 8.           What Gets Measured Gets Done – Using Business Metrics
Most organisations already measure performance and monitor those aspects of organisational effectiveness which matter. How learning and development teams can use existing business metrics.

Chapter 9.           Growing Your Own Talent and Succession Planning
How to identify and nurture home-grown talent and how an effective implementation of training strategies can increase employee retention.

Chapter 10.        The Strategy Checklist
Key questions which must be answered to create a learning strategy in the 21st century organisation.