Very often we see someone in a biopharmaceutical company say, “Time to think about GMP training.” As a rule, this statement is not received excessively by those in the know, but it is planned to carry out the BPM training for the next 4-5 months.
On the day of the training, most of the resources are presented with little enthusiasm at the start of the GMP session.
“Okay, let’s start” the GMP trainer will say when the participants think “Okay, let’s get it over with”, as they pay a lot of attention to the focus of this training course, which they usually did so badly last time. !
In fact, the same could be taught for most training departments. They eagerly guard their territory, showing a superficial and average education. Well, this may not be correct in relation to what is happening in your business, but some of the above components are correct. This is crying out for something really important because we know we need GMP meetings; but why is it so bad in general? Is there some mechanism that will make you deal with something much better than you normally would?
Obviously, it’s not always done wrong, but GMP meetings are inherently difficult to make into a stimulating topic. It’s important that you offer a session that gets the message across but is done in an engaging and engaging way. If you are attending GMP meetings, here are some tips for you:
Many think that the subjects do not apply to the real world; GMP coverage is not strategic. The lack of a more complete overview of the state of the biopharmaceutical industry and application trends makes GMP training no longer proactive or antiphonal in the face of the changing (regulatory) environment.
The topics presented in GMP training courses are often separate from on-site issues, as demonstrated in quality metrics assessment forums.
Training is the ubiquitous excuse for corrective and preventive action. The simple thing is to say that a workout can fix a bug without legitimately finding the cause.
The training process is not effective. When everything from a gradual change to a complete system style change of “reading and comprehension” is managed, it is not easy to distinguish between small and really important training topics.
Trainers are terribly boring. It is surprising how much we despise the importance of training, as evidenced by the fact that we place little emphasis on the design and execution skills of the professionals we deploy in these roles.
The lack of presence is palpable. In an open clash between two opposing groups, the session is always the loser. Nothing happens if you don’t go because nobody knows. Nobody really cares.
Senior officials do not attend meetings; or it is about not really looking for a leader because there is a percentage of privileged resources.
A measurable improvement in acquisition and knowledge is not rewarded. We reward what we qualify and train, don’t we? So session, here is your exercise:
Try to see each of these negative statements on a positive line. With these statements you will then receive a self-assessment of your company.
Don’t be frustrated if the results provoke compassion. You are well organized. From now on, it’s about what you do with the information.
Include them in vision statements. Eliminate pragmatic and measurable ways to improve the relevance of BPM coverage.
Keep moving and watch amazing things happen.