Planning your training & capacity building activities


Most change requires training support to ensure effective implementation. A focused, comprehensive approach to training and development is a key component of supporting people through a change, providing a deeper learning experience which can be important in mitigating against risks. The Change Agent’s Toolkit provides a suite of tools that connects the phases pf transformation, including the vital elements of training.

“Adults are more likely to act their way into a new way of thinking than to think their way into a new way of acting.”

– Richard Pascale, Surfing the Edge of Chaos

The Change Agent Toolkit’s Training Planning Tool helps you plan the training and capability building activities required to support the implementation of your change. The intent is to plan training in a comprehensive fashion, considering opportunities such as coaching, peer support and on-the-job learning. The timing of the training is important and intentional – it should take place after a basic level of communications activity, to ensure that the change is well understood. Additionally, training should also take place after any organizational changes are implemented so that employees are learning about the content from the perspective of their new or modified role.

Checklist for Training

  • Ensure that the foundation of communications and organizational design are in place before rolling out training.
  • In terms of the relative weighting of training methods, consider the 70-20-10 model of adult learning which recommends a 70% focus on on-the-job training, 20% coaching and only 10% in-classroom experience.
  • Consider the change roll-out to help provide reinforcement in the training experience. For example, it’s often best to first train managers so that they can support their employees in implementing the change.
  • Plan training over an extended period of time. Learning design works best when employees have a chance to “metabolize” their learning through regular, shorter bursts of training.
  • Be respectful in selecting the time for training. Employees often become resentful and resist change when training is scheduled at a time that conflicts with major deliverables or holidays.
  • Resist the temptation to cut training budgets when the project nears its completion. This is a serious area of risk exposure.

For a sneak peek at other tools in the Change Agent’s Toolkit, have a look at the Table of Contents.

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