How to conduct training

Author: (English) Martin Olins
Publisher:
Publish Date: 2003-03-01
Features: This book has a very complete system. The first part teaches readers how to design training programs, the second part teaches readers how to implement training programs, and the third part includes some table files that are useful in practical operations. This book gives readers a basic understanding of every aspect of "training," emphasizes key details, and tells readers what conditions need to be met to become an excellent trainer. The author believes that as a trainer, "you can never say too much without with the organization where the trainees work." Too much talk is inevitable, and it is important in any industry. A trainer who talks too much can demotivate trainees and even create hostility toward them. "Be quick to speak and slow to act" is also a maxim that trainers should keep in mind. This book emphasizes that training should not be about training for the sake of training. The author tells readers to enrich training content with experiences and insights outside of work to attract trainees' attention and help them digest the course material. For readers who are already playing some role as trainers in their jobs, this book will reinforce some of the practical insights they have gained and remind them of the shortcomings in their work. This book is written for managers and those aspiring to become trainers. It is an introductory book on training. The author fully understands this when writing it. Therefore, its greatest feature is its simplicity and clarity. The author uses numerous examples and charts in the book. When explaining the difference between "training" and "education," the author cleverly uses a metaphor: he would be willing to let his 13-year-old daughter receive sexual education but not sexual training. When discussing the difference between "participation" and "engagement," he uses an example of a pig and a chicken partnering to sell breakfast. When talking about the precautions to take when selecting trainees, the author tells a story about a trainee who was forced to attend training. After reading that section, readers will remember the saying "you can't force a square peg into a round hole" when assigning people to training. For example, in the first part "Designing Successful Training Programs," the author mentions that it is best not to make the training atmosphere too formal to avoid intimidating trainees and affecting the training outcome. To emphasize this point, the author cites a personal experience he once had, describing how he used a game to cleverly downplay the hierarchical differences among trainees. Through such specific and vivid examples, the author presents abstract principles to readers in a tangible way. Even someone with little understanding of training can understand it. Even readers who are extremely busy can engage with this book if they take a little time to read it. Such writing style is rarely seen in training books written by domestic authors. Meanwhile, other training books currently introduced from abroad are a bit more in-depth, targeting a different audience. If readers can read this book first and then delve into other books on training, the effect will be even better.