Magazine article Mortgage Banking

Depth in Training

Magazine article Mortgage Banking

Depth in Training

Article excerpt

I HOPE YOU WOULD LIKE TO BE ABLE TO SAY, "Our training department has a lot of depth." To say this, you must first have a clear idea of what depth is (in training), and then assess whether you have it.

This column is a guide to answering both those questions. I suggest that "depth" means two things. The first is whether all your trainers are competent in all the major functions that lie within the field of training. Fortunately, there are only two (if you don't count "looking alert and positive during interminable meetings run by human gerbils"). They are developing training material and delivering training material.

It's fairly easy to assess--in a rudimentary way--whether you have depth in this area. Make a list of all the development projects the training department has completed in the last year, along with the name of the trainer principally responsible. Now make a second list of all training courses the department has delivered in the last year, along with the primary trainer. The name of each person in the training department should appear at least once on each list.

There are three caveats to that statement.

First, the manager may legitimately be excused since he or she was (it is hoped) too busy managing to be deeply engaged in training.

Second, I try to note in these columns where I depart from training orthodoxy. Some people believe that deliverers shouldn't develop and developers shouldn't deliver. I disagree, but this is not the place to arm-wrestle over it.

And third, you may have a trainer who performs one of these functions but is adamant that he or she can't or won't perform the other, and you may have decided that it's not worth the effort to force the issue. …

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