TWI – Skill Development
How can the implementation of an improvement tool or a training program truly be effective?
This is always a big question for both organizations and learners themselves.
People are the key foundation. Developing employee capabilities that align with goals and adapt quickly to change is always an urgent requirement (e.g., new markets, changing customer needs, workforce changes, expansion needs, etc.).
Most well-performing organizations have a strong need for this due to growth and transformation objectives. However, what is the core purpose of training or developing employee capability? Training and development must always be connected to:
a) the organization’s big picture, such as goals/KPIs, challenges, and strategic direction; and
b) the current reality (gaps between expectations and actual performance or potential).
From there, we can form a clearer picture of the “problems” or knowledge gaps that need to be prioritized.
Training and development activities must be implemented deeply at the execution level (where processes and operations take place). Training should always begin with a clear direction and objective, for example:
what improvements the organization wants to achieve [process, expected value/opportunity], what problems need to be solved, and who are the potential stakeholders influencing the outcome.
After training, employees return to the shop floor or office their workplace and begin applying what they have learned into daily work, participating in solving real problems using the methods they have just learned, thereby gaining deeper understanding and gradually mastering the methods.
“We learn through doing.” – Aristotle
Original:
“We learn by doing. [We] become builders by building and lyre players by playing the lyre; so too we become just by doing just acts… brave by doing brave acts.”
(Translation: We learn through practice. We become builders by building, become musicians by practicing the lyre; similarly, we become something through what we do… we become brave through brave actions.)
Learn by doing – “Learning through practice”
During training sessions, participants are equipped with awareness, methods, and initial practice to get familiar with those methods. The post-training learning and practice process is extremely important and requires guidance from a coach – either a direct manager or an external coach.
This process helps learners continue practicing and applying new methods in the real work environment, gradually building experience through practice (learn by practice).
In reality, you can only be considered to truly possess a skill when you are able to solve a problem by yourself. This is important because, besides results, you also gain valuable knowledge, practical experience, and self-confidence.
This is the process of employee “development,” including responsibility, confidence, and job performance. This process requires planning and resources, including time and coaching. Learners need to continue the cycle of learning, doing, reflecting, and doing again, gradually forming new habits and contributing value to the organization.
Learning and development is a continuous process.
At TWI Vietnam, we always strive to communicate these ideas to business managers, with the aim of clarifying objectives and commitment in developing employee capability, thereby effectively solving real-world problems and achieving team goals.
This means that training is only one part of the process.
After training, the “learning by doing” process at the workplace must continue – in other words, coaching activities must follow a structured plan.
The main purpose of coaching includes guiding, supporting, and creating an effective learning environment so that individuals can continue to solve problems and contribute to the team’s common goals.
