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‘Living’ the ROI of Training

‘Living’ the ROI of Training
Completing a comprehensive ROI analysis on a training programme involves many hours of assessment and review. In these lean times, a more practical and worthwhile approach is what we call ‘living’ an ROI. By this we mean putting in place the scaffolding to support and embed participants’ learning. Living the ROI of training means spotting, as well as creating, the opportunities to embed new behaviours across the critical three to six month period following the training event. In our BLOG we offer some practical tips for both before and after the training programme.
We believe that if you don’t go through the thinking of ‘how to apply this training’ before the training, you’re wasting time and money both as a participant and as an organisation.
‘Living’ an ROI (rather than doing a formal ROI exercise) is less expensive and good for both the organisation and the programme participant.


Making Time to Coach

It takes effort to make time for coaching. However the benefits more than justify the investment in time and energy. Here is a reminder of what you gain as a leader if you make time to coach your people and encourage them to come up with their own solutions.


A Rushing Woman – Are you one?

A new term I heard recently was ‘Rushing Women’s Syndrome’, something that quite frankly I believe applies to 95% of mothers in their 30s and 40s. I recently attended a great talk by Dr Libby Weaver on this topic and I was fascinated as it is a topic very dear to my heart as I… Read more


‘Can’t Do’ Attitude

Resistance to the new is the challenge that leaders face every day when they are trying to change the way their organisation operates.How you respond to this is largely what makes you a leader. Its your role to keep the organisation moving forward, to introduce new concepts, to promote new approaches and drive new strategies. Thats why you are a leader. But the test of your leadership is how you do it.


Getting Traction on Organisation-Based Coaching

Training in coaching skills is common whilst its measurement is not. Measurement does not need to be onerous but it does need to be consistent. One of the places to start is with coachee readiness training. Coachees are encouraged to give descriptive feedback on the demonstration of manager coaching behaviours. They openly rate and discuss the fundamental coaching behaviours within the context of whether coachees observed them in their manager as coach. You’ll soon see from the coachee ratings, common biases such as the ‘halo effect’ or the ‘middling’ effect, raise their heads. Such a session helps too with encouraging coachees to become objective and helpful observers of their managers’ behaviour in general, as well as becoming proactive in stating what they need from their manager in their business relationship.

By measuring coaching skills the organisation is much more likely to get the impact-on-business they expect.