You can make the training mean something by giving staff members the lead when it comes to directing their own professional and personal development. For instance, The Arts Council sent out a request form asking employees to make a summary of what the average employee would stand to gain at a personal level, how they would utilise the skills/knowledge/confidence in their work, how would stand to benefit the team and how the knowledge would be dispensed to the others despite the budget cuts. It worked perfectly to get the team to concentrate on more practical steps to improve their work, was proven to be quantifiable in later manager reviews conducted, and critically encouraged employees to really see some value in the whole training process.
Charities shouldn’t underestimate the informal in-house learning value.
It’s tricky for both the managers and employees to regard learning informally as a way of continuing professional development. Although it can be a form of personal arrangement like mentoring. In most cases, it’s a factor that’s overlooked or not indicated on reviews or evaluations. Perhaps that is among the ways managers assist their staff in making the most from learning opportunities – try asking employees what their fellow colleague has learnt recently.
Organisation and charity meet-ups for training can be a good method to save money
In the yesteryears, informal networking was made full use of intending to find peer support (it was mostly a small charity group comms staff from varying organisations that met up in the pub semi-regularly) where problems, questions, and advice are discussed and shared. Skype and other identical technologies for charity trustee training can assist in tearing down the barrier of having to meet in person.
Organisations need to set time aside for trainees to reflect on the lessons learnt.
There seems to be a necessity for employees and employers to make some space and time for CPD, preparing beforehand, and distribution afterwards. A feedback form asking delegates to note potential points of action after their session can be trialled. This will, after a while, add value to the learning process and stay fresh in their minds. Charities should consider having regular spaces for people to have a staff meeting and provide feedback on what they’ve learnt.
Sending a single individual on a training course saves money and reinforces the trainee’s learning.
If you only have sufficient time or money to send one individual on a training course, there are some things you can do. The first is asking the individual enrolling on the course to provide feedback to their colleagues after every training lesson – for instance; they can dispense some of the wisdom they have acquired from the course plus any learning points or templates. This will see others get to learn the same information and also allow the person that attended the training to reinforce and assess their learning, which means it will most likely have an impact. The other alternative is contacting the training provider and talk about him or her possibly coming to deliver the training for your team – it’s usually cheaper.
‘Reactive learning’ is an effective and cheap method of training employees at small charities.
Research study shows that there’s a demand for broad-ranging, bite-size, low cost, and accessible training that small organisations can get if and when they need. We call it ‘Just in time’ learning and is also referred to as ‘reactive learning’. We have tried to respond to this actively, for instance, through our user-led video platform for training KnowHow’s StudyZone, that delivers accessible and quick online training tutorials on community-based issues. Trainers have been found to be more than happy to offer free online courses to meet this market that’s often neglected.
Webinars can assist isolated charities and those geographically away from trainers.
Maybe doing the training in-house can be adjusted to include webcasting or webinars – this saves money for both the trainee and trainer in terms of travel costs.