Speaker's
Bureau - Why Most Training Is Wasted Investment and
How To Increase Value From Staff Training
Need
A Speaker For Your Conference, Keynote or Company Meeting?
Be an educated consumer. This presentation explains where things go
wrong with training, and how to get real value from your investment.
Why Most Training Is Wasted Investment And How To Increase
Value From Staff Training
Every
year billions of dollars are spent on employee training programs. Unfortunately
many companies never receive a reasonable return on the investment of time
and money they put into training programs. It doesn’t have to be that way.
Training CAN be a good investment--in fact an investment that can result
in significant competitive advantages. But, training, badly planned, badly
linked to corporate strategies and needs and badly followed up is unlikely
to provide a return on investment.
Two
critical questions need to be answered: “Why is most training wasted investment?”
and, “What can companies, managers and employees do to increase the return
on investment in training?”
Robert
walks you through the first question by outlining the major errors that
occur in the planning of training, the linking of training to business
issues, and training follow-up and lack of infrastructure support for training
application.
Then
we turn our attention to solving the problem. Robert sets forth some specific
and concrete steps to help companies, managers and employees link training
to other business systems, plan for results in the workplace, and setup
follow-ups to ensure training is applied in the workplace.
Supplementary
topics (based on audience need) can include issues such as:
•
merits of customized versus canned training programs
•
ways trainers obscure the lack of value of their training programs
•
ways of using training that are HARMFUL to the organization
Prospective
Audience:
Executives,
business owners, managers, supervisors, HR professionals and anyone involved
in the use of training in the workplace.
Your
Presenter - Who Is Robert Bacal?
Robert Bacal is a dynamic
stimulating speaker whose forte is questioning common assumptions in business,
management, training and communication, and helping others approach common
issues and problems from a different perspective.
Holding a Masters degree
in applied psychology, Robert has been training others and speaking for
two decades in corporate, government and university settings. Other experiences
include working as an organizational development consultant, an instructional
design specialist, serving on an academic research journal editorial board,
and even working with multiple murderers in a mental health setting.
Currently Robert is head
of two companies, Bacal & Associates, a consulting organization, and
the Institute For Cooperative Communication, a virtual organization whose
mandate is to develop, explore and teach ways to prevent and deal with
conflict.
Robert is also the author
of eight books ranging from “Defusing Hostile Customers Workbook for Public
Sector” to “A Critique of Performance Management Systems - Why Don’t They
Work”. His newest book, Conflict Prevention In The Workplace - Using Cooperative
Communication was released in May, 1998. Expected this year is a rewritten
and expanded edition of his book on performance management and a book on
performance management published by McGraw-Hill.
In addition to books,
Robert is a regular writer for Today’s Supervisor in California, and former
writer and publisher of The Public Sector Manager Newsletter and The Work-Smart
Bulletin. His articles have been used all over the world in academic and
business settings and reproduced in association publications such as the
International Association of Facilitators.
Robert applies several
principles to his speaking and training engagements. First, no canned speeches.
All speaking and training engagements are custom-designed. Second, Robert
will only speak or offer training in topic areas where he has a considerable
level of expertise. Third, passion and energy. Robert only speaks on issues
where he feels a passion for the particular issues. It shows.
Robert’s work can be summed
up with the following quote:
My job is not to have
all the answers. I’d like to have all the answers but I won’t pretend I
do. My real job is to help people who attend my sessions question assumptions,
and explore ways for them to solve their own problems, whether it be in
team-development, performance management or customer service. Two criterion
for success. People who attend my sessions should walk out thinking just
a bit differently. And, they should laugh, enjoy and relax while they are
there.
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