Social media for Corporate Training, sorted.
A month of posts written for your line of work: the caption, the hashtags, what to photograph and the day to post. Answer six questions and the first month is free.
Where your plan focuses
The platform and content mix SahiPost starts from for this trade. It is a starting point, not a rule.
Platforms
What you post
A sample post
This is the kind of post that lands in your plan, here for Instagram.
Myth: Good feedback scores mean the training worked. Fact: Feedback measures how the day felt. Whether anything changed shows up six weeks later, in what people actually do. The two correlate far less than anyone would like, and the session everyone enjoyed most is often not the one that changed anything. Define the behaviour before the day. Check at six weeks.
Photo brief. Split card, corporate-neutral. Red MYTH over a row of five-star ratings, green FACT over a blank six-week calendar entry. No photographs of workshops or flipcharts.
Myths your customers believe
Posts that correct a myth earn trust. Your plan includes them, with your business name attached.
Myth. Good feedback scores mean the training worked
Fact. Feedback measures how the day felt. Whether anything changed shows up six weeks later in what people actually do, and the two correlate far less than anyone would like.
Myth. A one-day workshop can change behaviour
Fact. A day can change understanding. Behaviour changes when there is practice, a manager who reinforces it, and something that follows the session.
Myth. Training fixes performance problems
Fact. Training fixes problems caused by not knowing how. It does nothing for problems caused by unclear expectations, a broken process or the wrong incentives, and those are the majority.
Myth. Managers do not need to attend their team's training
Fact. A manager who did not attend cannot reinforce it, and their absence tells the team exactly how important it is. This single factor predicts whether training sticks more than the content does.
How to brief a training provider properly
- Describe the behaviour you want to see, not the topic you want covered
- Say what has already been tried and why it did not work
- Give access to a few participants before the session is designed
Questions your customers ask
How do we know whether training worked?
Agree before the session what people should be doing differently and how you would notice. Then check six to eight weeks later. Feedback forms on the day tell you about the day, not the change.
Do you customise the content?
Yes, and it requires access to people before the session. Customisation means using your scenarios and your language, not putting your logo on a standard deck.
What group size do you recommend?
Small enough that everyone practises rather than watches. Beyond that, the day becomes a presentation, which is a legitimate thing to buy but a different one.
Do managers need to attend?
Yes, and we will push on this. A manager who did not attend cannot reinforce it, and their absence signals how much it matters more clearly than any email.
What happens after the session?
Something should. A practice commitment, a manager conversation, or a short follow-up. A day with nothing after it is an event rather than a programme.
Can you train people who do not want to be there?
Partly. What helps more is fixing why they are there: mandatory attendance without a stated reason produces resistance that no facilitator can fully overcome.
Is virtual training as effective as in person?
For knowledge, largely. For practice and difficult conversations, in person is usually better, and a virtual session needs shorter blocks and far more structured interaction.
What do you need from us before the session?
Time with a few participants and one manager, the real scenarios people struggle with, and an honest account of what has been tried before.
Hashtags to start with
Ready for a month of posts?
Six questions, about two minutes. No card, and the first month stays free.