Training differs from education in many ways.  Its aim is to improve the skills necessary for a better life through increased job performance.  And, rightfully, the emphasis today for both training and for education has shifted from the provider to the receiver — allowing us to now focus our attention on learning and the learner.

“.  .  . The main purpose of training is to ensure that all employees have the technical skills they need to perform the job efficiently and smoothly. While technical training is unique for the job, programs typically focus on the hard skills an employee needs to meet the key performance indicators associated with the role. Employees who are competent and up-to-date with industry best practices are more productive and have less wastage and fewer accidents.  .  .  .

 .  .  . Giving people the knowledge, education and tools they need to work better, win promotions and fulfill their career potential shows employees they are valued. Employees who feel appreciated tend to feel motivated in their work and more satisfaction about their jobs. Naturally, this creates loyalty, engagement and enthusiasm among staff – attributes that boost performance and can only benefit the organization.

 .  .  . An important aspect of training is to give context to a worker’s job role so he understands how his daily efforts support the wider company mission. Workers who are stuck in job-related silos tend to feel disenfranchised about their jobs; this has long been associated with increased rates of absenteeism and turnover. Studies suggest that it costs anywhere from 16-to-66 percent of an employee’s salary to replace someone who quits. So, there are considerable cost savings to be made from helping an employee feel like a relevant and valued part of the organization, so she is far less likely to leave.

 .  .  . Training presents an opportunity to expand the knowledge base of employees – addressing weaknesses, upskilling them to do new and different tasks and allowing them to work independently without supervision. Upskilling not only keeps employees fresh, independent and motivated, it also enhances the company’s profile. A good company is seen as one that develops and retains staff rather than churns, so having a strong and consistent training policy makes a company more attractive to hires.  .  .  

 .  .  . Certain types of training are specifically designed to minimize the risk to workers and the organization in terms of accidents, safety code violations, lawsuits and customer complaints.  .  .  .”  (“Key Objectives of Training Employees” by Jayne Thompson, bizfluent)

Since most industrial skills training is centered on skills acquisition, we can assume that the adult employees we encounter in our businesses and other organizations have already formed their value systems.  But, they generally remain highly motivated to acquire the skills necessary for better job performance and its associated monetary/promotion rewards.  Most of them have failed to learn in a traditional classroom lecture/reading regimen and, along with their employers, are looking for a more effective way to learn.

It is here we find the promise and future of learning through multi-sensory media — learning that is both engaging and effective.  Learning that is individualized and lengthens retention.  Learning that can translate into promotions and “better lives.”  Learning that actually works for both the organization and for the employee.

That’s the major difference today in the delivery of training.  Multi-sensory learning, grounded in full-motion video, graphic animations, gaming and optional word-for-word audio, can deliver substantially better results in skills acquisition than any traditional lecture/reading course ever did!

More on Wednesday  –  –  –

  — Bill Walton, co-Founder, ITC Learning

 June 25, 2018  (Mondays & Wednesdays)



(This is a personal blog.  Any views or opinions represented in this blog are personal and belong solely to the blog owner,, an independent consultant.  They do not represent those of people, institutions or organizations that the owner may or may not be associated with in a professional or personal capacity.)