What is a training process? (Training Model)

Training is offered as a plan with clear steps from the proposal level to graduation from the project. Not all of these steps are related to the customer. However, about ninety percent of the program implies that an individual is skilled. There are obvious general steps that each application follows. Each coach will have his own adaptation based on his own training model.

The process is the main feature of each model. There is a link between the training of the perspective and the purpose. It is by moving through the process that affects the change from the client from the present state of existence (CSoB) to the future state of existence (FSoB).

The first step is the proposal the coach makes to the customer. It is either called by potential customers, ie. It may also be called by a coach who encourages potential customers to consider it, ie. Supply Explanatory Proposal.

When demand and supply have met is another step, ie. Negotiations, activated. This includes an agreement on the terms of the agreement, which covers length, pricing, termination, cancellation and other conditions.

Prior to formal training, the trainer and client must attend chemistry. The goal is to build a report and determine if they are compatible with each other. This is more important, especially if the customer has never experienced training before. He / she must have the opportunity to choose a coach. Success depends on the results of good chemistry, such as trust, honesty, transparency, understanding, a good foundation for gender equality, etc. This can not be achieved by one chemistry. However, the Chemistry Assembly is the foundation for their success.

Following a chemistry meeting, managers and support staff are issued for organizing a regular meeting. Training plans are based in different ways according to customer needs. Some programs are for three months and about six months. The common length is a twelve-month plan, with monthly meetings between 1 x hour, 1.5 x hour and 2 x hour.

The meetings are distributed apart from each other to allow the client to start post-surgery interventions. Work and change because training takes place between the meetings. If the client does not make the mail, then the change will not happen. He will not benefit from training.

Training does not occur in a vacuum. The coach and the client should formulate a theme of training. This theme is supported by goals and objectives. Every meeting is conducted in accordance with the theme. It aims to achieve set goals and goals. If the material is anomaly, the reasons must be investigated. It may be that the themes, goals and goals are no longer relevant. Otherwise, new circumstances may arise and must be taken into account.

Each training component is described in terms of meeting number, date, time, forum, customer, coach and format of the meeting (face to face, telephony, Skype, virtual, etc.).

Each session is kicked off with a five to fifteen minute check-in. This is to determine the readiness of both coaches and customers. It also allows each member to sit down and move on slowly. The point of view and the program are often deducted from the check-in.

The sections are detailed training plans, as previous meetings form the basis for the future. They are the building unit and must not be treated as isolated interventions. Therefore, reflecting a previous meeting before the current takes place,

The conversations are followed by new projects by tasks and actions for both the client and the coach.

The session is completed by fifteen minutes to check out. This includes confirmation, instant, new information, new home and new behaviors that are used to influence the change.


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