Training & Education

Frank Besednjak's extensive background as a global training manager for GE Appliances provides him with a deep and critical perspective on corporate training and education. He is a staunch advocate for training that produces measurable results, and he is highly critical of programs that are poorly designed, improperly applied, or exist merely to "check a box."

His philosophy is rooted in the principles of active learning, clear objectives, and practical application. He believes that for training to be effective, it must be the correct solution to a properly diagnosed problem and must actively engage the learner in the process.

The Value of Active Learning

When an instructor designs a training program, it is essential that course objectives are clear and obvious to the learners. The overall goal should be the successful transfer of information that gives the learner the knowledge and skills to successfully perform certain tasks.

I am a firm believer in active learning. This is the process where the students are involved during the transfer of information. This includes discussing, experiencing, and performing the tasks that the instructor related to during the training program.

According to experts in adult learning, after two weeks, students will remember up to ninety percent of information that the students themselves had to describe and perform. Whereas in the traditional, lecture classroom environment we are lucky if we get thirty percent of the desired information transferred to the student.

Active learning refers to a broad range of teaching strategies which engage students as active participants in their learning during class time with their instructor. These teaching approaches range from short, simple activities like journal writing, problem solving and paired discussions, to longer, involved activities like case studies, role plays, and structured team-based learning.

The Importance of Practice

Unless an instructor is simply presenting training to check off a box or meet minimum requirements for OSHA or other agency, it is essential to success to include some active learning segments. We have all heard the quote, "Practice makes perfect." Regular practice is critical for sports teams to become successful. It is not much different on the job.

Practicing work tasks that include technical, non-technical, sales and customer communications always results in improved results. Allowing team members to practice, or "Role Play" in front of each other may seem awkward or silly when asked to participate. However, for those who have coached any youth sports, we know regular practice on basic skills is essential to success.

While in the US Navy, I realized the value in active learning when we had to do the same things repetitively hundreds of times. Over, and over again, so much that the margin of error was reduced to near zero. I knew that I could perform many of the required tasks I learned almost by muscle memory without having to even think about them.

Why Most Training Programs Don't Really Work

I regularly get calls from clients asking me to conduct training programs (sales training, time management, customer relations, etc.). Their typical challenge statements include: need to increase profits, more customer complaints, employees don't get along, desire for more professional behavior, low sales performance, staff misusing software, and inconsistent process adherence.

These clients usually assume a generic "training solution" will resolve years-long behavioral issues within a few hours of "Guru"-led instruction—at minimum cost and only when convenient.

What is Training?

Training = The act of increasing employee knowledge/skill through practice, information, or demonstration to improve/enable task performance.

Key training success factors:

• Employees must know how to do something but struggle with execution
• Employees want to learn and apply what they learn

Five Reasons Employees Don't Perform Well

1. Personal problems/illness
2. Lack of training
3. Unclear processes/rules
4. Incapability (physical/mental limitations)
5. Low motivation

Only problems #2 and #3 are truly trainable.

My goal isn't to travel around and make money talking to people and having no significant positive result.

Designing Training Programs That Work

As a Trainer, Business Coach, and Entrepreneur for the last 28 years—and training manager for a global residential service company prior to that—I've seen how most training programs fall short. While any training is beneficial, it can be optimized to deliver measurable ROI. This eight-step framework creates effective training programs that drive results:

Eight Steps for Effective Training

1. Determine the Need – Why train? New hires? New products or services? Performance gaps? Identify root causes before designing solutions.
2. Will Training Fix It? – Training addresses only two issues: employees lack knowledge or procedural understanding, or processes are flawed or unclear. Avoid using training for personal morale, capability issues, or apathy.
3. Define Specific Tasks – Create clear training objectives. Example: "Upon completion, students will perform compressor replacements per established guidelines."
4. Design Practical Learning – Incorporate demonstrations, roleplay, and hands-on practice. Avoid passive lectures or irrelevant historical context.
5. Review Key Topics – Summarize objectives and critical takeaways to reinforce learning.
6. Assess Mastery – Use practical tests, not memorization-based exams, to verify competency.
7. Follow Up – Monitor job performance post-training. Track metrics if possible and provide feedback.
8. Reassess Needs – Repeat the process: return to Step 1 to refine future training based on performance gaps.

Key Takeaway: Repetition through roleplay and practice builds mastery. Treat training like athletic coaching—repetition creates muscle memory.

Adapting to Modern Training Environments

Frank Besednjak's commitment to effective training extends to his adoption of modern technologies. As a self-described "road warrior" who spent over 20 years conducting in-person workshops, the COVID-19 pandemic forced a significant shift in his delivery model.

Drawing on his past experience at GE running satellite-broadcast training sessions, he quickly adapted to using platforms like Zoom for his webinars. While he initially faced resistance from contractors who were skeptical of online formats, the feedback was overwhelmingly positive. Many participants found the experience surprisingly easy and effective, with some even stating a preference for the online method going forward.

Besednjak emphasizes that the key to successful online training is preparation and communication. He utilizes software to send automated reminders, tutorials, and even offers practice sessions to ensure participants are comfortable with the technology. His company, The Training Source, had been involved in online education as early as 2005, showing a long-standing recognition of the potential of distance learning.