Background

Over the past 20 years or more, I have been involved in helping design, develop and deliver sales training programs, initially from a practitioner's perspective and, more recently, from a consultant's perspective. During most of that time, I primarily functioned in roles that managed the processes; however, most people would categorize me as a "hands-on" manager" and some would even say that I had a tendency to micromanage some aspects.

That said, my level of involvement was always at a very high level, usually because of my keen interest in each phase of the process. From the initial phase of conducting a needs analysis and beginning the preliminary design to evaluating the impact of training at each of four levels of measurement, I wanted to know the details of each aspect of the process. To some degree, that level of involvement was also driven by one of Covey's Seven Habits: begin with the end in mind.

In addition, an article written by Robert Brinkerhoff and published in the February, 1988 issue of Training and Development Journal, had a profound impact on me. In that article, entitled An Integrated Evaluation Model for HRD, Brinkerhoff suggested that an evaluation plan for a training intervention should be integrated at an early stage of the process, even prior to the initial program design.

Over a period of time, I developed the checklist that follows. Initially, it consisted of a collection of ideas that were often written on scraps of paper as reminders to me for the next training intervention. Then I decided to consolidate my notes and organize them in some type of logical sequence so that others on my team could also take advantage of them.

Now, I'm presenting them here for your use. I encourage you to make use of this checklist as you begin the design process for a new training intervention. In some cases, you may determine that certain points don't apply to your current project. That's fine...but you will at least have had the opportunity to consider the point.

If you think of items I've missed, let me hear from you about them!

Project Checklist

Conduct an effective needs analysis, incorporating as many data points as possible

• Secure input on program requirements from potential program participants, their managers and appropriate executives
• Consider input from existing interventions
• Maximize your use of research and idea 'sources'
• Confirm the program requirements during the initial design process

Establish overall learning objectives for the training program before the start of the design process

• Confirm objectives and secure 'buy-in' from the most relevant executives, typically the initiating sponsor(s)
• Stick to those objectives to a fault, questioning the incorporation of any content that does not align with at least one objective
• Make certain that the final version of the training program exceeds each learning objective

Drill down to develop individual module objectives early in the process

• Seek feedback from a variety of sources early and often during the design and development phases

Involve as many constituencies as you can in the design and development process, securing their continuous feedback

Establish the evaluation plan and process prior to program development

• Consider levels 1 through 4 of program evaluation
• Implement comparative Level 1 data
  
  Design the training program so that it replicates the participants' work environment

For example: Design the program activities around the 'live' sales opportunities, if the program will be delivered to professional salespeople

During the design and development phases, continually check with the program sponsor(s) to ensure program relevance and checkpoint its value

Develop an aggressive leader training program that establishes clear expectations for certification of program leaders

* Design the specific activities that need to be completed prior to participation in a leader certification workshop

* Create high expectations for the workshop

* Implement an audit of leader's delivery to a 'live' audience

Create a development checklist that guides you through the final stages of development and tracks completion of program deliverables

* List all critical events, including completion of program deliverables

* Track progress against first drafts and final versions on a weekly basis (at a minimum)

Design and develop participant-facing materials of the highest quality

* Ensure that participant materials that are 'crisp', clear, 'free of jargon and clutter' and have plenty of 'white space'

* Always use original documents in participant binders

* Double-check every document and deliverable for clarity and accuracy before it appears in front of the participants

Implement consistent styles and standards procedures for desktop publishing

* Implement an editing process that ensures consistent content, including text, graphics, models and the like

* Complete the publishing process with the packaging of the materials, e.g., high-quality spiral or three-ring binders

Ensure that activity instructions and expectations are clearly written and leave no room for misinterpretation

* Test their viability with pilot participants before including them in final program content

Make certain that instructor materials are comprehensive and of the highest quality

Be conscious of the global implications of program content and delivery

* Be aware that the speed of instructor delivery in English can be an impediment to those for whom English is their second language

* Be aware of the use of acronyms, jargon and other content that doesn't localize

Create a classroom environment that supports the learning process

* Design a room set-up for tables and chairs that is spacious and comfortable

* Use quality audio/video components

* Establish table groups in advance, making conscious decisions on their composition

Before delivering a pilot program, seek feedback from both initiating sponsors and sustaining sponsors (participants' immediate managers) regarding the relevancy of program content

Involve appropriate managers and executives in program delivery and consider their use in...

* Program Introduction

* Key modules

* Reviewing critical case study scenarios or other key activities

* Closing the program and setting the tone for the steps that follow the program

Manage the collateral logistics to the max!

* Housing

* Program site

* Breaks, lunches and the like

* Various accoutrements

* DO sweat the small stuff, leaving nothing to chance!

Personally monitor the delivery of the first several training programs

* Don't expect what you don't inspect!

Treat program participants with the highest levels of respect from 'first touch' at time of enrollment, until they leave the program for their trip home

* Confirm their participation and ensure they have received the pre-work activities

* Greet them at the program site when they arrive

Be judicious in establishing the timing of each program delivery, especially the following...:

* Start and end times each day

* Breaks and lunches, with time for phone calls and email access

* End time of the overall program, especially as it relates to global travel requirements

Develop checklists and use them before and during program deliveries

* Material Lists for both participant and instructor supplies

* Team assignments and team member responsibilities

Honor the time the participants are spending away from their jobs and their families

* Make certain a three-day program doesn't end before noon on the third day

For initial program deliveries, consider asking for evaluation feedback on both a daily basis and at the end of the program

* Test feedback, module by module

* Use the daily feedback to adjust content immediately, demonstrating responsiveness and commitment to rapid continuous improvement

Don't over react to individual comments or participant feedback you perceive to be negative, especially if they represent the clear minority

* 'You can't please all of the people all of the time' - don't even try!

* Graciously accept comments and look for ways to integrate good ideas to continually improve the program quality

Use managers and 'floor leaders' to assist in program delivery because of their...

* Credibility

* Subject matter expertise

* Experience

Implement rapid, continuous improvement of program content

* If you receive a good idea, find a way to implement it immediately!

Continually communicate program results and evaluation information to the appropriate managers and executives (including initiating and sustaining sponsors)

* Early and often

* Qualitative 'anecdotal' feedback

* Quantitative evaluation feedback, including comparative data

Use a variety of sources to ensure that learning objectives are continually met by the training program

* Participants and participants' managers

* Various levels of evaluation and feedback

* Initiating and sustaining sponsors

* Business results (Level 4 feedback)

Confirm program participation by 'non-staff' instructors at least twice prior to the program (including program location and logistics)

* Two to three weeks prior to the event

* Two to three days prior to the event

Minimize the length of instructor-led programs by utilizing blended learning experiences before or between instructor-led sessions

* Distribution of soft-copy (prerequisite) materials well in advance of the program date(s)

* Self-directed learning with appropriate Knowledge Checks

* Utilize webinars and team-oriented learning, where appropriate

* Ensure that pre-work activities are oriented towards the 'real-life' activities of the learner

* Make certain that case study scenarios (when utilized) form a thread through the overall learning process

Involve the participant's managers in activities that happen after the learner's participation in formal training programs (when the learner returns to their job environment)

* Have the participant's manager experience the value of the training program

* Use it as a natural extension of the learning process

After the conclusion of the event(s), make certain you appropriately thank each person involved in the program. Copy the person's manager on your note.

* For large programs (or for a series of multiple successful programs), consider having some of "recognition" event for the people involved. It's a great way to promote teambuilding!

Steve Bistritz is a published author and lecturer in the field of sales, sales management and selling at the executive level and markets his SellXL sales training workshop around the world.
www.sellxl.com