• Personal Resonance© is a research forum engaged in transforming findings from proven research studies on learning, training, performance and expertise into practical training solutions and practices to 'accelerate time-to-expertise' of organizations and professionals. Aggressive time-to-market drives organizations to develop complex cognitive skills of their employees at faster pace to beat their competitors. Goal of forum is to find and share the answer to that ‘speed’. The forum is trying to develop a core knowledge-base in four areas by systematically assimilating, analyzing and synthesizing the proven research studies in wide range of disciplines like cognitive sciences, neuroscience, psychology, education, learning and brain science, etc.: 1) Accelerated Workplace Expertise: Proven research-based strategies and methodologies to accelerate expertise of organization as a whole through training and learning. 2) Accelerated Professional Expertise: Science-based resonance techniques to accelerate expertise, peak performance and effectiveness of individuals. 3) Strategic Training Management: Experience-based competitive philosophies and processes to manage large-scale complex learning and knowledge operations to produce proficient workforce. 4) Competitive Instructional Design: Advanced instructional and learning design techniques to deliver higher order complex skills like problem solving, critical thinking, decision making, technical troubleshooting.

10 Strategic Approaches Exhibited by Training Management Leaders that set them apart (Part 2 of 2)

red-man

This is part II of the blog post I wrote earlier. Read Part-I of this post here: 10 Strategic Approaches Exhibited by Training Management Leaders that set them apart? PART I Strategic Approaches 6 to 10 Here are the remaining 5 traits of training management leaders which set them apart. Through extended research by conducting surveys and systematic analysis of profiles, CVs and career paths of several hundreds of leading training management leaders, several common patterns emerged. 6. Training leaders stay focused on integrating learning and knowledge management through training management The studies showed that the training managing leaders do not see training as a separate function within a company, rather they view training business unit as an integrating unit which connects the organizational learning and organizational knowledge as two interdependent functions. In several organizations, while there are several avenues of knowledge generation and capture, they use the training department is the … Continue reading

10 Strategic Approaches Exhibited by Training Management Leaders that set them apart (Part 1 of 2)

Are you a business-as-usual training or learning manager? Do you aspire to be a training management leader? I am sure some day you do. Then you need to read this.Have you ever wondered what set the leading and well known training management leaders apart from business-as-usual training management? I wondered several time and several questions like following continue intriguing me. What differentiates them from common training managers or learning management professionals? How they show leadership in managing large scale complex training operations? How they drive and thrive projects? How they view learning design? How they lead teams and organizations? How they plan, strategize and execute missions? How they transform from simple training professionals to thought leaders? What makes them the thought leaders? Finally here are some of the mysteries. Through extended research by conducting surveys and systematic analysis of profiles, CVs and career paths of several hundreds of leading training … Continue reading

10-step guide for a New Training Manager

training manager

10-Step Guide for Training  Manager TrainingForce blog has a nice blog on the 10 things a new training manager should do upon assuming his role. I am summarizing the 10 points specified in the original post.  Visit original site for the detailed information. http://trainingforce.com/the-new-training-manager-ten-things-to-do hecIdentify your personal weaknesses and limitations with regard to the diverse roles of the training manager. Be sure you clearly understand the training department’s charge from senior management. Visit each site, each department head and ask “What’s your take on training?” Listen to the responses. If assuming responsibility for an existing training center, attend several classes. Identify the starting point. Establish a simple, clearly stated personal vision for the training center. Perform an audit. Form the first advisory group. Establish a prioritized to-do list. Develop an outline and timeline using the accumulated information. Copyrights TrainingForce.  7 Functions of Training Management You must know Check this great article on … Continue reading

2 Characterisitcs of Highly Successful Training Leaders: Synergizing Projects and Operations

OneHappyFamily_AMM21

(image is courtesy of anishmathaimathew.wordpress.com) You might already have been managing operations and projects in learning and training function. Have you noticed that training and learning management is actually successful management of operations and projects at the same time? The co-existence of the activities under these two characteristically different domains with equal intensity at same time has been making training and learning function a unique one. I was reading this blog at http://anishmathaimathew.wordpress.com and came across very interesting definition of Operation and Projects. * Organization is the Parent * Operations is the Responsible Elder Brother * Project is the Flamboyant Younger Brother During my research I found that successful training organizations leverage this unique overlay of operations management and project management and their success relative to their competitors depends on how well they drive synergy between these two domains. Such organizations have been using their efficiency in operations and effectiveness in projects to meet customer needs and at the same time drive radical … Continue reading

2 Different Styles to Manage Learning and Training Projects: What is your style?

training_projects

What kind of manager are you going to be when you start leading and managing the learning projects? Let me share with you two different types of management styles you may come across in training and learning area. Suppose you have been given a project to improve some key aspect of your employees’ learning environment in particular settings. How would you proceed managing it? 2 Styles of Training Project Management In my research, two different styles emerged which are quite commonly adopted by training and learning managers: 1. Grow the crop and harvesting it: Project Management Style of Leading Learning Projects With this style of management, you exhibit very action focused outlook. You will charge on to the project, start converting it into some achievable and measurable targets. You will also define some key KPIs which becomes the success criteria for your project. After all you want to be successful … Continue reading

3 Core Skills to Make Effective Training Related Decisions

stakeholder

Until now you may have impression that training and learning manager’s role probably required similar level of skills as needed by any other management role. Let me give you some insight that traditional stakeholder management training you may have got during your project management course may not really help you when you are taking up training management role.Let me share 3 skills you may need in your new role of training and learning management. These are:- a)      Perform Comprehensive Stakeholder Analysis Do you know all your stakeholders? Do you know your instructor may also be an important stakeholder? Have you considered impact and perspective of your important stakeholders? One of the unique thing which separates training role from any other management role is mix of stakeholders. Stakeholder analysis is not as simple it may look like in other management streams. Stakeholders may include Account manager, Customer manager, Marketing … Continue reading

3 Pillars You need to Master for Reliable Training Operations Management

process%20management%20software

When you transition to a training management role, one of the key responsibilities you will have is to convert uncertainty into certainty. You need to run your training operations, projects, programs and team activities with very high degree of reliability. How are you going to do so? Your KPIs will be efficiency (how fast your training operations respond to customer needs), effectiveness (how well you meet customer needs) and quality (how robust your deliverable are). How are you going to achieve these KPIs? Let me share with you 3 most important ingredients / elements of infrastructure you would need to manage well to manage training operations. Having a great handle on these three elements will make you successful training or learning manager who can deliver reproducible and repeatable results with reliability. These 3 elements are: a)      Processes b)      Systems c)       Structure PROCESSES: The “heart” of the training organization Believe me: … Continue reading

3 Ways to Show-case Your Personal Performance and How to shorten Time-to-Personal Performance?

Slide1

Image credit: http://blog.secretmillionera.ru/ How do you turn into a high performance individual? In my last post 2 things you need to know to Accelerate Personal Expertise: Specialization and ‘One Thing’ I wrote that before you can lead others, you need to identify what the one thing you are best at. The key question is that how do you become best at something? During our research we found that there were three distinct and completely different mechanisms through which professionals are able to do their best and able to shine as high performance individuals. Let me share an interesting experiment as part of the research that was performed at a hi-tech organization. A select set of employees were given a pre-defined task which they had never done before. These employees were picked for research purposes and supposedly had demonstrated similar levels of skills, experience and knowledge on similar kind of assignments as seen from … Continue reading

5 Strategies to Build Powerful Portfolio of Training and Learning Achievements

PontingPortfolio-mini

If you are planning to step up in training and learning management role, your previous experience as a trainer, instructional designer, learning specialist or HRD professional may not be sufficient enough to give you a strategic and competitive edge while bidding for a management role.You need to strengthen your portfolio. As an individual contributor you may have opportunities to work on various assignments to lead or to manage at your workplace. However, you would need a stronger profile to demonstrate the leadership in several domains. 1)      EARN A GLOBAL MANAGEMENT CERTIFICATION:  Certification is one of the first steps you may want to take to build your portfolio. Earning certification will give one badge on your profile that reflects that you possess needed specialization. Note the difference between ‘certificate’, ‘certification’ and ‘certification that gives a certified designation’. You can choose any based on your budget, time you can devote and meeting the … Continue reading

6 guidelines to select the correct professional certification in training and learning management

winnick_selecting_the_right

In my previous post I taked about various certifications available to you if you want to give a strategic edge to your career in training and learning management. See: http://personal-resonance.com/professional-training-learning-management-certifications-gaining-an-edge-in-your-new-role Continuing it further, it is recommended that you chose a well renowned international certification or certified designation in your profession.  You may have to consider some criteria like:- i) Specialization and sub-domain: One thing you should know is that training, learning and performance field is interdisciplinary and that makes it quite wide. The list of subdomains it encompasses is quite endless. Just to name a few: training, learning and development, performance, human performance technology, consulting, instructional design, education technology, instructional technology and teaching, etc. Thus choose the certification sub-domain based on your current specialization or based on direction and specialization you want to go in. ii) Recognition level of the certification: Not all certifications enjoy same level of respect and recognition … Continue reading

18 Certified Designations in Training and Learning Management That can Enhance Your Profile

certified-stamp

In my last post I talked about value of certification as a strategy to give you an edge in your new role. I also explained different types of certifications. See: http://personal-resonance.com/professional-training-learning-management-certifications-gaining-an-edge-in-your-new-role/ Some of the leading certified designations which can potentially give you some advantage either to move quickly to the training, learning and performance management function. Or it may help you to adapt to your new role quickly. Note that there are range of choices in certifications targeted at individual contributors but very limited set of certifications for managing the learning and training function. COMPETENCE BASED This mode requires you to demonstrate your work product in terms of experience, credentials, competence and references from your own work coupled with some rigorous competency based test or knowledge exam. Test is usually based on standard body of knowledge in that profession. This is most common mode for most of the recognized international certifications and award … Continue reading

4 Types of Professional Certifications to Gain Competitive edge

Training_banner

If you are planning to step up in training and learning management role, your previous experience as a trainer, instructional designer or a learning specialist or HRD professional will not be suffice to give you an edge in management role. As an individual contributor you may have opportunities to work on various assignments to lead or to manage at your workplace. However, you would need a stronger profile to demonstrate the leadership in several domains.You need to strengthen your portfolio to either bid for new role or quickly grasp the heat of new role and at the same time command respect from your team.Certification is one of the first steps you may want to take to build your portfolio. Earning certification will give one badge on your profile that you possess needed specialization. Note the difference between ‘certificate’, ‘certification’ and ‘certification that gives a certified designation’. You can choose any based … Continue reading

Preparing for 3 organizational challenges in managing your new multi-cultural trainining team

cross cultural

Continuing the challenge of managing multi-cultural training teams I was talking about in my earlier post (http://personal-resonance.com/3-simple-principles-to-effectively-work-with-your-new-multi-cultural-training-team/). As an individual contributor planning to step up to training management role, you are bound to see plenty of cultural diversity in globalized training world. Training teams are now composed of trainers, designers and specialists all across the globe and come with their own cultural baggage.Thus, the moment you take up a role in training and learning management, one of the key competencies you would need immediately is to display sufficient level of cultural sensitivity and ability to work with diverse cultural backgrounds within your own team. This won’t come all of sudden to you just by change in your title. You need to start preparing right now. You already may have great experience working with audience and stakeholders from different countries and cultures. That’s great. It will help you. Here is further help … Continue reading

3 simple principles to effectively work with your new multi-cultural training team

multicultural

As an individual contributor planning to step up to training management role, you are bound to see plenty of cultural diversity in globalized training world. Training teams are now composed of trainers, designers and specialists all across the globe and come with their own cultural baggage. Thus, the moment you take up a role in training and learning management, one of the key competencies you would need immediately is to display sufficient level of cultural sensitivity and ability to work with diverse cultural backgrounds within your own team.This won’t come all of sudden to you just by change in your title. You need to start preparing right now. You already may have great experience working with audience and stakeholders from different countries and cultures. That’s great. It will help you. Now let’s do the reality check. Just recall how well you worked with your own training manager who came from … Continue reading

3 Important changes in thought process you need to be successful in training and learning management role

????????????????????????????????????????????????????????????

 If you are a trainer, training professional, learning designer or an instructional designer, sooner or later you may have plan to move up the ladder in management role. It is also possible that you are already considering yourself ready to move up. You probably need to read this to assess your own readiness.Among several different professions, training and learning management is the only one in which I found that there is a big delta between competencies required in management role versus the competencies required in an individual contributor’s role. Your overall perspective, thought process and approaches would need a thorough overhauling the moment you move from an instructional designer to an instructional design manager or from a trainer to a training manager. When you move up to a role of managing the training delivery as opposed to delivering the training itself, your tremendous experience as a trainer, instructional designer or learning … Continue reading

2 things you need to know to Accelerate Personal Expertise: Specialization and ‘One Thing’

know_thyself

Over the years, one thing which always intrigued me to find what is the most essential ingredient to achieve personal performance that leads to personal expertise. It has been my constant zest to find what drives people to display a breakthrough performance. Over the years, I talked to several different leaders, managers and consultants and all of them view performance and expertise from several different angles. Many of them specified confidence as the essential ingredient and few other said it was communication. While some favored smart work and few others said it was the attitude. 1. Leadership Trap Simplified: Leadership is all about Being Specialist in One When it comes to leadership, one key thing I find is that most of regular professionals and managers doing day-to-day job are already lost in tons of leadership philosophies out there. There are thousand different techniques, methods, guidelines floating around. Did you also … Continue reading

5 Stages of Journey towards True Peak Performance

Slide9

Refer back to my blog post on “Can You Achieve True Peak Performance Just by Training and Learning Interventions?” I said that performance is a complex function of learning (certainly not linear). My research reveals that performance vs. learning curve is not a simple bell curve either as I depicted in above blog . If it is a function, then like every function this also bound to have some maxima. I also said that not all cumulative learning of an individual will convert into performance.  In the performance vs. learning function, we found in our research that there were several stages or levels of performance as shown in figure: Stage 1: Crawl Stage of Performance The first level performance comes through training event or the very first learning event. During this event, the performance rises sharply but only to certain level. This is termed as ‘crawl stage’ in which you are yet to … Continue reading

Can You Achieve True Peak Performance Just by Training and Learning Interventions?

Performance function

Concept of ‘Performance by learning’  is that performance is function of learning and it improves with amount of learning. But our research shows that ‘performance by learning’ model has some limitations. There is limit to the level you can teach someone some knowledge, limit the level of practice you can have on particular skill and limit the level you can have correct attitudes without interference. And most important flaw in traditional training is that there is a limit to level of mastery you can get over your environment. Trainable Part of Performance Historically Learning is considered as function of several factors which includes knowledge, skills and attitude. Overall amount of learning, if it could be quantified, is a complex function of how much do you know, what exactly you can do and how well you can do and it is also function of how much practice (or experience) you are gaining in … Continue reading

Achieve Faster Time to Peak Performance by Focusing on Strengths

In one of the personal leadership sessions on “Personal Resonance” a question was asked from me. “If my professional performance is not what my organization expects from me and I know very well I am haunted by few weaknesses, what should I do? From the personal performance standpoint, the path to filling the weaknesses is very slow. It takes years and years to get rid of deeply rooted weaknesses. I know of a man who was craving to perfect the art of public speaking. Years and years on he tried reading every public speaking book available to him and tried riding on any opportunity to speak in public. This was a classic example of practice. However, the guy never made to a level of influencing public speaking and did not command the respect of an affluent public speaker. This took lots of his energy trying to prove himself. This, in … Continue reading

Deliberate Practice of 10000 hours: Can it make you an expert and leader?

Picture1

How long does it take for someone to become expert in one particular skill? Something which intrigued me is the expert performance rule found by Ericsson, Krampe & Tesch-Romer (1993). They, kind of postulated that it takes 10,000 hours or 10-years (20 hours for 50 weeks a year for ten years = 10,000) of intense training and ‘deliberate practice’ to become an expert in almost anything. Does it really happen? Maybe yes it happens for chess players, sportsmen, actors, singers, musicians and some public speakers. In simple words, it says practice makes the experts. But what kind of practice? Is it routine practice during routine activities where individual is focussing on incremental improvement? The answer is no. The practice Ericssson proposed was ‘deliberate practice’. They referred ‘Deliberate practice’ as a highly individualized training on tasks selected by a qualified teacher for the purposes of building expertise in an individual. Four components which form the deliberate practice … Continue reading