Physical Evidence

• Physical Evidence. Training cannot be inspected, tested and evaluated prior to its delivery, thus physical evidence is important and persuasive. The tangible aspects of the SkillPower service including training venues and training materials are typically of excellent quality that inspire confidence in existing and potential clients and customers, and are particularly useful aids to help promotion efforts. The flowchart at Appendix Two is particularly useful in this regard when visiting potential clients. It is important that these few tangibles inspire confidence. Training room layout and tidiness is important. Also, tables and seating needs to be of good quality and ergonomic. Lighting, heating, décor and colours can also make a positive …show more content…
Deliver first course

5. Obtain feedback

6. Refine course content

7. Deliver second course

Monitoring and control arrangements to ensure that implementation goes as per the schedule will include venue site visits, monitoring the rate of participant registrations and periodically confirming venue and catering arrangements, maintaining risk, issues and lessons learned registers, seeking timely feedback from participants, superimposing actual progress over planned progress (i.e., milestone slip chart), responding promptly to income, expenditure and schedule variances, vet all marketing expenditures to ensure that all charges are accurate, legitimate and authorised.

A preliminary risk analysis and response assessment for the marketing plan implementation and initial training activities is shown here, but this will be updated as the implementation schedule proceeds:

Risk Description
Likelihood
(H,M,L)
Impact
(H,M,L)
Traffic Light Priority

Preventative
Measures
Contingency
Measures
Venue becomes unavailable
Low
High
Orange
Book early and check often
Book another venue
Insufficient registrations
Medium
High
Red
Intensify promotion
Postpone course
Excessive registrations
Low
Medium
Orange
Identify …show more content…
Behavioural Change. This measure is longer term and will concern to what extent the participants have applied their new knowledge. Behavioural change might best be evaluated by the participant’s customers, colleagues, supervisor or manager. Of course just because individual’s workplace practices do not change does not mean that they have not learnt anything. While they may have no desire to apply the learning, sometimes the problem is that their workplace culture will not tolerate the desired changes. There are occasions when the participant does not get the needed support, reward or recognition for their positive behavioural change, so they revert to theory old