Active Training: A Handbook of Techniques, Designs, Case by Melvin L. Silberman, Carol Auerbach

By Melvin L. Silberman, Carol Auerbach

Due to the fact that 1990, Mel Silberman’s vintage booklet, Active Training, has been a runaway best-seller for running shoes in any respect degrees and a well-liked textual content for college point classes in grownup schooling and coaching. The lively education method—which turns the highlight clear of the teacher and positioned the emphasis at the learner—has emerged through the years as a confirmed and trustworthy process for reinforcing involvement, studying, and change.

The 3rd variation of Active Training, offers an intensive creation to the center ideas of lively training design and supply and incorporates a wealth of examples, suggestions, and methods. The e-book has been revised to mirror the most recent traits in staff education and key sections, resembling evaluate and overview, were completely up-to-date. furthermore, a completely new bankruptcy has been integrated to cover the design of energetic education for e-learning and on-line purposes

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Additional info for Active Training: A Handbook of Techniques, Designs, Case Examples, and Tips

Sample text

Business First is a workflow management tool that is used by the analysts to make a decision on applications for business credit cards. The training session you will attend is designed to help users understand how the new account management tool will impact their daily activities in Business First. Your responses to this brief questionnaire will assist us in maximizing the value of this training. 1. What is your current position? ______________________________________ 2. From the list below, please circle the tasks that you perform within your role at the bank.

What are their attitudes and beliefs relevant to the training topic? c01 2/21/06 22 10:56 AM Page 22 ◆ Active Training, Third Edition 6. What successes and problems have the participants encountered? 7. What is the competence level of the participants? 8. Is the training voluntary or mandatory? 9. How well do the participants know one another? 10. What, if any, expectations do the participants’ supervisors have with regard to the training program? WHY DO ASSESSMENT? When a problem exists within an organization, the first impulse is often to solve it with a training program.

Reprinted with permission. All rights reserved. 4 shows, you can choose among a wide variety of techniques to gather assessment information. In addition, you can easily combine some of them. Here is a case example. EXAMPLE: The president of a credit union contracted out for a team-building program for his senior management team. In preparation for the program, the trainer requested a copy of the new business plan that the team had recently submitted to its board of directors and a copy of the minutes of the team’s weekly meetings in the last two months.

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