Most individuals leave a training session energized, only to walk back into an overflowing inbox, tight deadlines, and routines that pull them right back into old habits.
Without a chance to put new ideas to work, they fade fast. That’s why training has to include real‑world practice. In our recent “What’s Up at Work?” podcast, we talked with Scott Allen, PhD, a seasoned expert in leadership development. Scott shared his insights on blending classroom instruction with hands-on, project-based learning.
Understanding Applied Training Outside of the Classroom
When we talk about applied training, we mean moving beyond theory. Instead of simply absorbing information in a classroom, employees get to engage in real-world projects. This “learning by doing” approach lets your team apply new skills to current challenges, leading to tangible results.
A Project-Based Approach to Applying Training Knowledge
Scott Allen shared a practical model for leadership development that resonated with us. Here’s a closer look at the core components of his approach:
The Project-Based Approach
Scott explained:
“We do some classroom work, and then we arm them [training participants] with some tools. They put together a team, they work on an actual real problem that’s in their area that no one’s solved yet or moved the needle on.”
This method challenges participants to identify a project within their span of control—a project that they can actually impact. Over three months, they then lead their team in tackling a persistent problem, demonstrating how their new skills make a difference.
Before and After Example:
- Before: A manager attended a one-day leadership workshop with minimal follow-up, resulting in little change in day-to-day operations.
- After: With an applied training model, the same manager identified a workflow bottleneck, assembled a team, and, after three months of guided project work, improved process efficiency by 20%.
Coaching and Continuous Learning
Beyond the initial classroom training, Scott emphasizes intermittent coaching and ongoing conversations.
This continuous support ensures that learning doesn’t stop when the training session ends. It creates a loop where theory meets practice repeatedly, helping your team adapt and refine their approach as challenges arise.
Self-Reflection and Presentation
At the end of the project, participants present their experience, sharing not only the outcomes, but also what they’ve learned about themselves. This reflective process reinforces learning and builds accountability.
How to Apply Training Outside the Classroom
Here’s a plan to help you integrate applied training into your organization:
1. Identify Key Projects
Start by choosing a project that addresses a real, persistent challenge in your organization. It should be something within your team’s control and significant enough to “move the needle” (i.e., create a measurable impact).
2. Structure the Program
Mix classroom learning with practical application by following these steps:
- Initial Training: Kick off with topical sessions to set the stage.
- Project Kickoff: Equip your team with the right tools and clear objectives.
- Mid-Project Check-Ins: Hold regular coaching sessions to discuss issues and refine strategies.
- Final Presentation: Let participants showcase their experience, share their results, and discuss lessons learned.
What’s Next?
As Scott Allen shared, training goes far beyond the classroom. It’s about taking what participants learn and applying it.
Ask yourself:
- Are you really seeing the impact of classroom learning in your day-to-day work?
- Could a project-based, hands-on approach improve your team’s development and increase the ROI of your training investment?
If you’re ready to make training stick—and see the impact long after the session ends—take a closer look at how ERC can help. Explore our training programs to find hands-on, results-driven solutions built for your organization.
