One training that really helped me was my onboarding at Case Printing Solutions, where I worked as an ink technician. The company had a clear plan that followed what we learned in class about the ADDIE process. They first looked at what I needed to learn, then designed hands-on lessons, and gave me feedback as I practiced. My manager did not just talk through slides. Instead, I got to learn by doing. This helped me understand the job better and remember what I learned. It was similar to the UPS training program we read about, which used both instruction and real practice to help workers gain skills. Later, my manager checked how well I could work on my own, showing that the training worked well on both the learning and performance levels in Kirkpatrick’s model.
On the other hand, I once had to take a required online ethics course that did not help much. It was only reading and slides with no real examples or feedback. I did not see how it connected to my work, and I did not remember much of it later. It did not make the content meaningful or give me a chance to practice. These are two important parts of good training that we talked about in the lectures.
From both experiences, I learned that good training should be interesting, hands-on, and connected to real tasks. It should also make people feel supported, like the onboarding process described in “Your New Hires Won’t Succeed Unless You Onboard Them Properly.” When training is clear, engaging, and guided by good management, it helps people grow and do better in their jobs.