Management Resources Institute - Training philosophy and Training process

Differences between the MRI development process and traditional training

Training teaches the skills of a job.
Development causes people to use their skills more effectively,
Development results in significant, long-lasting gains for the organization.

The development process foundation is attitude redevelopment, based on desired human behavioral skills and implemented through goal setting.

MRI's process has proven effective with hundreds of companies of different sizes.
Many of these had sent their people to a training seminar only to find out that after a few weeks everything learned was lost.
Training is usually a passive endeavor.
- The main purpose is to teach something new.
- The participants sit in class for long periods of time listening to an instructor explain many different subjects, one after the other.
- At times they may have work sessions to practice some points.
- Once the seminar is concluded, some seminars give the attendee an action plan to follow up.
- Usually this is innefective and it dies since the person returns to work and the daily pressures consume their time.

MRI's process is geared to action.

The main purpose is to get the participants to use what they have learned.
The process takes a few weeks (usually 10) and each week focuses on a particular theme.
Corporate/department goals are used to focus participants in achieving results; participants have assignments each week based on personal, organizational goals and the theme discussed in class.
Supported by audio tapes, reading and homework, the participants return a week later and discuss the results for that week. Deficiencies are identified and corrected.

A good analogy is to understand the difference is a sports team.

The players sit in class, sometimes for days, learning the different plays and tactics. They are being trained on the system.
But then the players go out on the field and practice what they have learned.
The coaches look at them and advise on how to correct the problems. They are developing them as players.
Training teaches the skills of a job; development gets people to use the skills they learn (or already have) more effectively, resulting in significant, long-lasting gains for the organization.
This process is focused on attitude redevelopment, based on desired human behavioral skills and implemented through goal setting.
MRI's process has proven effective with hundreds of companies of different sizes. Many of these have sent their people to a training seminar only to find out that after a few weeks everything learned was lost.

DIFFERENCES BETWEEN CONVENTIONAL TRAINING AND MRI DEVELOPMENT PROGRAMS
	TRADITIONAL TRAINING	MRI PROGRAMS	DIFFERENCES
What is it?	Training sessions	Development process	Purpose is for participants to use the skills learned.
Duration	Consecutive days	Weekly sessions of 2 - 3 hours each (approximately 10 weeks)	Re-programs undesirable attitudes and focuses on one theme at a time. This theme is then practiced at work and reviewed during the next sessions.
Focus	Skills	Attitude Human Behavioral Skills Goals	Makes emphasis on changing attitudes to a positive view of the job to be done. Focuses on the human skills necessary to do be successful. Uses goals to assure results.
Program Evaluation	Program Content Test at the conclusion of the course	Program Content Tests at beginning and end of program Additional evaluations provided before and after based on customer needs.	Evaluations designed to meet customer needs and the level of the participants. Management feedback of program progress.
Session style	Presentations Discussions Exercises	Individual facilitation Workshops Role Playing Theme/goals from week 1 are practiced at work on week 2 and reviewed in the following weekly session so corrective action can be taken if needed.	Dynamic sessions with participation by all, followed by individual assignments geared to individually concentrate on the task at hand. Role playing emphasizes real life role playing relating to the organization’s issues providing a non-threatening environment to practice what was learned. Individual facilitation focuses on helping specific situations.
Follow-up	None or up to the individual him/herself	Three review sessions at 3, 6 and 12 months after completion of program On-going management feedback	Continuous monitoring of advances and results based on their achievement of the goals chosen. Follow up throughout the first year after program completion.
Enforcement of skills	Repetition during class	Goals set for themes covered in the program are reviewed on a weekly basis. Corporate Goals set at the end of the program are reviewed by MRI up to 12 months after completion. Repetition in class and via audio tapes (must listen 6 times a week)	Continuous emphasis and feedback, coupled with repetition and emphasis on same goals results in tangible measurements of results. Self comparison with achievements of other participants provides motivation for continuous support of the program.
Participant Motivation	Boss schedules class	Personal goals achievement	Individual becomes motivated to participate
Measure of Success of Program	Course Evaluation at the conclusion of class	Achievement of corporate goal 12 months after program completion	Tangible results aligned with corporate’s needs.

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