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Editor's Note: Brain Sells
June 04, 2009
By Lorri Freifeld
I don't know about you, but in all my years of schooling—and there were a lot—no one ever asked me how I—or my brain—prefer to learn. And when I joined the workforce, that question certainly never came up in any job interview or subsequent discussions with my boss or human resources. Basically, you were trained however the company wanted to train you.
And to be honest with you, I'm not sure what my answer would have been even if I were asked about my preference. My attention span since college has shortened considerably and now hovers around that of a gnat, so classroom instruction often can be a cure for insomnia for me. I probably would say I learn best by doing and by repetition—especially when it comes to technology—preferably with a safety net, or expert, hovering nearby so I don't single-handedly destroy my company's computer network with an errant keystroke.
So if learners themselves don't necessarily know what type of training will engage their brains, what's a trainer supposed to do?
In many cases, the answer lies in constantly assessing learners on what they retain and what made them retain it and then tweaking the training in response. Likewise, interactive training programs tend to help knowledge stick in learners' brains. For example, in American Fidelity's company values lesson, new hires dress as company superheroes (representing core values) and act out a skit that explains how the values support the company's customers. Retailer Best Buy believes employees learn best when they get to choose how, when, and where they are trained. As a result, Best Buy's Results-Oriented Learning Environment (or ROLE) hinges on freedom, co-creation, and a robust library of content.
In addition to the brain engagement dilemma, training professionals have wrestled with the centralized vs. decentralized training structure question for years. Actually, most companies have grappled with the centralized vs. decentralized question for years—and most seem to flip-flop back and forth every few years. My own company just recently switched to centralized functions for marketing and editorial content. Both strategies have pros and cons, and sometimes a combination of the two is the best solution.
Moving on, I'd like to ask you to join me in welcoming the 2009 Top 10 Young Trainers to our Editorial Advisory Board. They will be instrumental in helping us formulate article ideas for 2010 issues of Training magazine.
Also, please note that the 2010 Training Top 125 application is now available for download at www.trainingmag.com/top125. We've made some significant changes, so please read the application carefully. All applications are due September 25, 2009. I look forward to receiving yours!
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