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InterAct Training Group (ITG) is a family owned business that was founded in 1994 to help businesses meet and surpass the demands of today's business climate. We place special emphasis on creating positive change in company culture and behavior to give organizations the skills and knowledge needed to create the best outcomes possible.

InterAct Training Group
2422 W Timbercreek Court
Wichita Kansas 67204
316.260.5239

A consultant brings a fresh and objective view of your organization and its needs free from organizational politics, bias and/or agenda. A good consultant/trainer draws upon skills, experience, knowledge and expertise in his/her field to quickly identify solutions for the organizations he/she works with. Consultants and trainers spend time keeping up with the latest and most successful approaches and methods to help people.

Training is needed when someone doesn't know what to do or how to do it and he/she needs to do it.

Training and consulting should be viewed as an investment in people and in the organization. Oftentimes, it is more valuable to hire an expert who can solve a problem or provide knowledge and skills on a part time basis rather than hiring an individual of equal skill on a full time basis. In the case of sales training - if sales are flat, perhaps the salespeople lack the skills, knowledge and ability to close deals. If the organization could improve sales skills on its own, it would not have flat sales as an ongoing problem. Bringing in a sales expert may have a certain upfront cost but should improve the company's bottom line in the near future.

Trainers and consultants work hard to stay on top of various trends in our society and in the business world. These individuals bring a unique and valuable viewpoint to your organization to unlock its potential because they know what is working.

Getting a "return on the training investment" does not happen automatically in many instances for a number of reasons. In some cases, training is used but is not the appropriate performance intervention. The training may address the symptom or result of a deeper root cause (for example: an employee who is constantly late for work has the symptom of tardiness but a greater problem that should be dealt with).

Perhaps the employee(s) does not understand what the job expectations are. While training may be helpful, it will not fix the problem. A job analysis and subsequent job descriptions may be in order or clear communication from a supervisor.

Some organizations use training "events" instead of training processes. A one-time event may impart some new knowledge (most of which will be forgotten soon after the training) but it usually does not create true change. A system must be in place to help employees put into practice what they have learned (new skills and behaviors) back on the job. Also, some form of accountability needs to be in place to make sure change takes place.

Sometimes training fails because the employee is inundated with too much information. Trying to change six to eight key behaviors in three days of training is difficult for everyone. Training is more effective when employees have limited areas to improve in (at a time) and are given the proper job aids to help the learners remember key processes.

InterAct Training Group measures the participant's reaction to the training as an indication to whether trainees will use what they learned back on the job or not. Participants who are actively engaged in the training and enjoy the process tend to have higher retention levels of the material taught. Of course, having a good training experience sets the tone for the other aspects of the evaluation system.

Evaluation systems create accountability for the learners and improve the quality of the results of the training program. We often establish accountability with the use of tests to measure how well the participants learned the new concepts. Most of the time, participants increase their level of involvement in training sessions, get questions answered and focus on learning when they know they will be tested.

Another facet of training evaluation systems involves measuring changed behavior. With InterAct Training Group's approach, learners know up front what behavioral changes are expected after the training session(s). Participants have a tendency to quickly apply their new skills, knowledge and behavior patterns back on the job. This transfer of learning - from the classroom to the job - creates needed and long-lasting performance results for the organization.

The evaluation system cements the training experience in the lives of participants. At InterAct, we are not interested in simply providing another day of training, but rather in assisting your organization realize its full potential through intentional training, cultural and behavioral change.

You want to make sure the consultant has real world experience in the field he/she provides consulting services. The solutions offered should actually work and have a proven track record. When first contacting a consultant, pay close attention to how long it takes communication to take place. Slow communication is never a good sign. In your initial conversations get a sense of how well the consultant listens to what you have to say. A good consultant will not address your situation with any preconceived notions of your unique situation. Look for a consultant that communicates well with you. If he/she is a great expert but communicates jargon that is difficult for you to understand, you will have problems in the future. For best results, look for a consultant that is genuinely concerned with helping you and willing to focus his/her attention on you (not 100 other things).

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