High-Impact Training: A Guide for Trainers and Managers

 High-impact training helps you bring out the best in employees, build their capabilities, and inspire them to produce the best results every time. Training enables you to turn an apprentice into a master, the indifferent into an engaged employee, and the low performer into an achiever.

You can become an effective trainer through self-learning, coaching, mentoring, training, and experience.

My mission is to help others leverage the power of effective training to drive organizational success.

Whether you’re a seasoned training professional or new to the field, I’m confident you’ll find valuable insights and resources in this hub.

My Training Experience

My name is Jef Menguin.

I’ve been a corporate trainer since 2004, and over the years, I’ve conducted numerous ‘Train the Trainer’ programs across a variety of sectors. 

My journey has always been guided by a profound interest in learning approaches. I believe that understanding how individuals acquire knowledge is at the heart of designing effective training programs.

In recent years, my focus has expanded to include innovative methodologies such as Learning Experience Design and Gamification, which bring a new dimension to the training process. 

I’m passionate about developing training programs that not only address issues but also create opportunities for growth and improvement. 

Introduction to Training

Training is a critical component in the development and growth of both employees and organizations. But what exactly is training, and why is it so important? 

What is training?

Training refers to the process of enhancing employees’ skills, knowledge, and abilities to improve their job performance and adapt to evolving organizational needs. Training can encompass a wide range of activities, from onboarding new employees to ongoing professional development opportunities. 

Training can be tailored to address various aspects of an employee’s role, including technical skills, soft skills, and compliance or safety requirements.

For example, a manufacturing company might implement training programs to teach its employees how to use new equipment or software. This ensures that the workforce is competent in using the latest technology and can maintain productivity and efficiency.

Why does training matter?

Investing in employee training has numerous benefits for both the individual and the organization. Here are some reasons why training matters:

Well-designed training programs equip employees with the knowledge and skills to perform their jobs more effectively, leading to increased productivity and better results.

A company experiencing high customer complaint rates might implement customer service training to address communication, empathy, and problem-solving skills. This training could lead to a significant reduction in complaints and an increase in customer satisfaction.

Employees who receive regular training and development opportunities are more likely to feel valued and remain committed to the organization, reducing turnover rates and associated costs.

As industries and technologies evolve, companies must adapt to stay competitive. Training enables employees to acquire new skills, knowledge, and abilities, making the organization more agile and responsive to change.

A retail company transitioning to e-commerce might provide its employees with training in digital marketing, e-commerce platforms, and customer service for online sales. This equips the workforce to adapt and contribute to the company’s new direction.

Benefits of Training

The benefits of training are numerous and extend to both employees and organizations.

For employees, benefits can include improved job satisfaction, career advancement opportunities, and increased confidence and competence in their roles.

For organizations, benefits include improved quality of work, increased productivity, and enhanced reputation in the industry.

What Makes Training Effective?

Effective training is not just about delivering information; it’s about ensuring that knowledge is understood, retained, and applied.

Key elements of effective training include:

  • Clear Objectives: Each training program should have well-defined objectives that align with organizational goals.
  • Interactive: Training should engage participants, encouraging them to actively participate in learning.
  • Practical Application: Training should provide opportunities for learners to apply what they have learned in a practical context.
  • Feedback & Evaluation: Regular feedback and evaluation are necessary to understand the effectiveness of the training and to make necessary adjustments.

Different Kinds of Training

There are several types of training, each suitable for different situations:

  • On-the-Job Training: This type of training happens during regular work hours where employees perform their jobs while learning new skills.
  • Off-the-Job Training: This occurs outside of regular work hours or the workspace, often in a more academic setting.
  • Online Training: This type of training is often self-paced and can be done from any location, making it a flexible option.
  • Workshops and Seminars: These are often used for teaching new skills or updating existing knowledge.
  • Orientation Training: This is provided to new employees to familiarize them with the organization’s culture, values, and procedures.

In the sections to follow, we’ll explore several approaches to training, including the ADDIE approach of ISD, Active Training, Experiential Learning, Training as Solutions, rapid instructional design, and a Train the Trainer program.

Each section will be supported with deep-dive articles to enhance your understanding and application of these concepts.

The ADDIE Approach

Using a specific approach to training, such as the ADDIE approach, streamlines the process of creating and delivering learning experiences, making it easier, more efficient, and more effective.

By providing a clear framework and guidelines, it ensures a comprehensive and well-structured training program tailored to the needs of the learners.

The ADDIE Approach originated in the 1970s as a systems approach to instructional design by the U.S. military. It consists of five stages:

When I started training in 2004, I recognized at once the influence of ADDIE in the lesson plans I designed for high school and college students.

I also noticed that many trainers see themselves as the source of information. For this reason, many trainers spend more time on preparing for lectures, presentation slides, and workbooks.

Of course, ADDIE is more than these. It is a framework, and it is the trainer who chose to be boring.

Let’s explain each letter of the ADDIE acronym.

Analysis. In this stage, trainers and supervisors identify the learning needs, goals, and objectives, as well as the characteristics of the target audience. This helps in creating targeted and relevant training content.

Design. This phase involves creating a detailed blueprint for the training program, including instructional strategies, learning activities, assessment methods, and a timeline for implementation.

By doing so, it ensures a cohesive and well-organized learning experience.

Development. In this stage, trainers and supervisors create the actual training materials and resources, such as manuals, presentations, multimedia content, and assessments.

This ensures that the content aligns with the design and meets the learning objectives.

Implementation. During this phase, the training program is rolled out to the target audience. This includes delivering the training, monitoring its progress, and providing support and guidance to learners as needed.

Interestingly, I know of many trainers who go directly to implementation without the ADD components.

They find presentation slides online, then explain each slide to students.

Evaluation. The final stage involves assessing the effectiveness of the training program, gathering feedback from learners and stakeholders, and identifying areas for improvement.

This iterative process helps in refining and enhancing the training over time.

Best Practices for implementing the ADDIE Approach involve:

  1. Involving stakeholders and subject matter experts throughout the process.
  2. Establishing clear goals and objectives for the training program.
  3. Encouraging open communication and collaboration among team members.
  4. Adapting the ADDIE model to suit the unique needs of the organization and learning environment.
  5. Continuously evaluating and refining the training program based on feedback and performance data.

The ADDIE Approach simplifies training design and delivery by offering a systematic, step-by-step process.

By understanding each stage and incorporating best practices, trainers and supervisors can develop and implement effective, engaging, and efficient training programs that meet the needs of their learners.

Advantages and Disadvantages

The Advantages of the ADDIE include its structured nature, iterative process, adaptability to different contexts, and focus on learner needs. However, it can be time-consuming, rigid, and resource-intensive, which may limit its feasibility in some situations.

Train Employees Creatively

Employees in training

Training for creative leaders and intrapreneurs needs to be game-changing.

When seminars, workshops, masterclasses, and boot camps are learner-centered and results-driven, you can make training a multiplier.

I won’t say forget the so-called 70-20-10 myth because there is no real basis for that. We can still use it if we can make the equation 70 x 20 x 10.

We learn from personal experiences, social interactions, and training. The truth is that the value of classroom training can multiply results a hundred-fold.

The 70-20-10 myth is better than not having a model at all. But I have just changed that model for you. Consider my 70 x 20 x 10 model.

Everything we do, including classroom training, is an experience. Most of us learn one thing or two when we are open to learning experiences.

When we keep our sense of wonder, we experience moments like magic. Something comes out of nothing.

I say that 99% of our learning experiences are outside the classroom. Yes, 99 percent that we can help creative leaders learn from. Yes, 99 percent we can use to turn our employees into intrapreneurs.

We don’t put learning experiences into segments. We design with the end in mind. You blend learning experiences. You can make training for creative leaders and intrapreneurs.

Do you use training to develop leaders and engage employees? Do you ensure your personal growth and success by enrolling yourself in seminars and workshops?

An organization that invests in training is always ahead of those who don’t. However, not all training programs are equal.

You can double your results by exploring what effective training is – and how you can design excellent learning solutions for your organization.

In most Philippine companies, training is the default intervention.

Some training professionals work like doctors: they cure skills gaps and show learners how to take care of their careers. Others are like market vendors who sell you training products – even if you don’t need them.

Companies invest millions of pesos in training employees each year. Unfortunately, most of the training programs offered to employees do not work. You can make training work for you.

Leaders Need Real-World Learning

training for leaders

You can go beyond the typical public seminars or webinars where you have an instructor or trainer who uses more than a hundred PowerPoint slides and who employs energizers between modules to wake you up from the stupor caused by long lectures and an overwhelming knowledge dump.

For example, let’s say that you are joining a typical public speaking seminar in the Philippines. Commonly, you will find yourself listening to a public speaking instructor who explains to you every bullet in his slides for two to five minutes. Like a child in school, you are expected to listen to him 90% of the time.

I call that public listening, not public speaking.

In my public speaking workshops, you are not going to be a passive listener. You will learn by doing. You will leave the workshop with improved confidence and mastered speaking skills you can readily use in your next speaking assignment.

I will show you how you make presentations in boardrooms before five executives whose time is more expensive than most of us – and on stage in front of thousands of people.

Try new learning experiences so you can accelerate professional development, become better leaders, and 10x your business.

Reinvent Your Seminars and Webinars

To ensure maximum learning, I limit the number of participants in each course.

Some courses are offered only twice a year.

I may open a new session when there are at least ten from your organization interested in enrolling in these courses offered to the public. Then, I will invite others.

For in-house programs, I can run any of these programs, even for at least seven leaders.

So you can make the most of these training courses, I invite you to switch your thinking about training if you are one of those who only want to get a certificate of attendance.

I did not design these programs for those who only want to listen and receive a Certificate of Attendance.

I want you to get a Certificate of Awesome Participation.

These webinars are interactive. I know this is difficult to do. But we are trying our best to do what’s best for you.

You won’t consider each seminar or webinar like the public seminars you have attended before.

Do you remember those seminars where you have 80 or more people in the room listening to a lecturer who explains every bullet point of his 200 PowerPoint slides?

Forget those seminars.

Join a workshop.

Join a boot camp.

Delight yourself.

Bring with you the moxie of someone who has learned something useful and meaningful. Reimagine training in the Philippines—experience enjoyable and high-impact learning.

Make Training Work For You

Leadership and innovation training courses provide you with more opportunities to learn. In many training sessions that I have attended, participants were trained to become patient listeners to many excellent speakers.

But there were very few excellent speakers.

In these training courses, I want you to be the learning hero. You will be the actor, not just a spectator.

Here are 13 ways you can learn from the learn-by-doing nature of these training courses.

1. Learn from experience. During our workshops, enjoy our learning games and experiential activities.

2. Learn through observation. Call it vicarious experiences. You can learn by giving attention to what others are doing.

3. Learn through interactive mini-lectures. Short lectures help you learn new knowledge and skills faster. Sometimes, I use group contest for these short lectures.

Imagine yourself winning and learning. It must be real fun.

4. Learn through reading materials. Adult learners are capable of learning. And believe me, you can read faster than me talking.

When learners read intentionally, they get to learn 10x faster.

5. Try and apply the techniques. The beauty of these training courses is that you don’t have to wait for the “right time” to use the workshop’s techniques.

You get to apply them during the workshops – and get instant feedback.

6. Learn by doing. You discover deeper learning by doing. The workshop approach is activity-based learning.

7. Learn by reflecting. I use creative debriefing techniques. Debriefing helps you reflect on your experiences, gain valuable insights, and validate your learning.

8. Learn from each other. We are social beings. We learn better when we learn together. I used lots of group activities and collaborative learning activities.

9. Learn from my website. You will find more than hundreds of new growth ideas on my website as value-added resources. And the high-value content is growing daily.

10. Learn something every week. You may subscribe to my newsletter. You may also get updates through email lessons.

11. Learn something from your peers. Learning happens even after each training course. You can go to my forums and join the learning community.

12. Learn something from your mentors. In every workplace, there are mentors. During the workshops, you’ll know where and how to find your mentors.

13. Learn something from your organization’s follow-through. These training courses are designed based on measurable goals. Your organization is genuinely involved. 


it’s crucial for trainers and supervisors to have a solid grasp of the key terms and concepts. This comprehensive glossary serves as a valuable reference for both experienced professionals and those new to the field.

With 40 essential terms related to training, this glossary covers a wide range of topics, from learning theories and instructional design to training delivery methods and evaluation techniques.

By familiarizing yourself with these terms, you can enhance their understanding of the principles that guide effective training programs, as well as the latest trends and best practices in the industry.

This glossary can serve as a handy resource for clarifying terminology during discussions, meetings, or training sessions, ensuring clear communication and a shared understanding among team members.

Here is a list of 40 training-related terms along with their definitions:

  1. Active Learning: A training approach that encourages learners to actively participate in the learning process through discussions, problem-solving, and hands-on activities.
  2. Adult Learning Theory: The principles and practices that guide the education of adults, acknowledging their unique characteristics and learning needs.
  3. Andragogy: The method and practice of teaching adult learners, emphasizing self-directed learning and practical application of knowledge.
  4. Asynchronous Learning: A self-paced learning model where learners access training materials and complete tasks at their convenience, without real-time interaction with instructors or peers.
  5. Blended Learning: A training approach that combines multiple delivery methods, such as in-person instruction, online resources, and hands-on activities.
  6. Bloom’s Taxonomy: A classification system for learning objectives, consisting of six levels of cognitive skills: knowledge, comprehension, application, analysis, synthesis, and evaluation.
  7. Case Study: A real-life or hypothetical scenario used in training to facilitate analysis, problem-solving, and decision-making skills.
  8. Coaching: A one-on-one training method focused on providing personalized guidance, feedback, and support to help learners achieve specific goals.
  9. Cognitive Load: The amount of mental effort required to process and retain information during learning, which can impact knowledge retention and understanding.
  10. Competency-Based Training: A training approach that focuses on developing specific skills and competencies required for job performance.
  11. Constructivism: A learning theory that emphasizes the active construction of knowledge by learners through personal experiences and interactions with their environment.
  12. Courseware: The instructional materials and resources used in a training program, including textbooks, presentations, videos, and software.
  13. Distance Learning: A learning model that allows learners to access training materials and participate in training sessions remotely, typically through online platforms.
  14. E-Learning: The delivery of training content through digital means, such as online courses, webinars, and multimedia resources.
  15. Evaluation: The process of assessing the effectiveness of a training program by measuring learning outcomes, participant satisfaction, and on-the-job performance improvements.
  16. Experiential Learning: A training approach that involves learning through hands-on experiences, simulations, and real-life scenarios.
  17. Facilitator: A person who guides and supports learners through the training process, encouraging participation, collaboration, and knowledge sharing.
  18. Feedback: Information provided to learners about their performance and understanding, helping them identify areas for improvement and reinforcing learning.
  19. Flipped Classroom: A learning model that involves learners accessing instructional content independently before attending in-person or virtual sessions to discuss, apply, and reinforce their learning.
  20. Formative Assessment: Ongoing assessment methods used during the learning process to provide feedback, identify areas for improvement, and monitor learner progress.
  21. Gamification: The incorporation of game-like elements and mechanics into training programs to increase engagement, motivation, and knowledge retention.
  22. Icebreaker: An activity or exercise designed to introduce participants, create a relaxed atmosphere, and encourage interaction at the beginning of a training session.
  23. Informal Learning: Unstructured, self-directed learning experiences that occur outside of formal training programs, such as on-the-job learning, networking, and mentoring.
  24. Instructional Design: The process of designing, developing, and delivering training programs based on learning principles, objectives, and best practices.
  25. Instructor-Led Training (ILT): A traditional training format where an instructor delivers content to learners in a classroom or virtual setting.
  26. Job Aid: A resource or tool that provides learners with step-by-step guidance or information to support their performance in a specific task or job function.
  27. Just-in-Time Training: Training delivered when and where it is needed, often in response to a specific performance issue,
  28. Kirkpatrick Model: A widely used framework for evaluating the effectiveness of training programs, consisting of four levels: reaction, learning, behavior, and results.
  29. Learning Management System (LMS): A software platform used to administer, track, and deliver training programs, as well as manage learner progress and performance data.
  30. Learning Objectives: Clearly defined statements that describe what learners should know, understand, or be able to do upon completing a training program.
  31. Learning Styles: The preferred ways in which individuals process and retain information, such as visual, auditory, or kinesthetic learning.
  32. Microlearning: A training approach that delivers content in small, focused segments, typically lasting no more than a few minutes, designed for quick consumption and knowledge retention.
  33. Mobile Learning: The delivery of training content and resources via mobile devices, such as smartphones and tablets, allowing learners to access training anytime, anywhere.
  34. Needs Assessment: The process of identifying skill gaps, training needs, and organizational goals to inform the design and development of training programs.
  35. Onboarding: The process of integrating new employees into an organization, including orientation, training, and ongoing support to ensure a smooth transition and successful performance.
  36. Pedagogy: The method and practice of teaching, particularly as it relates to the education of children and young learners.
  37. Performance Support: Tools, resources, and interventions that provide immediate assistance to learners as they perform tasks and apply skills in the workplace.
  38. Role-Playing: A training activity that involves learners acting out different roles or scenarios to practice and develop skills such as communication, problem-solving, and decision-making.
  39. Self-Directed Learning: A learning approach where individuals take responsibility for their own learning process, setting goals, seeking resources, and evaluating their progress.
  40. Synchronous Learning: A learning model where learners and instructors interact in real-time, either in-person or through virtual platforms, such as webinars or video conferences.

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