The truth about the contemporary society in which we live is that although most people are constantly exposed to all manner of technological devices, be it in the workplace, when we bank, or in our homes, many of us are insecure when using technological equipment to do our jobs.

Frankly, we often find ourselves out of our depth and we utilise only the most basic tools to help us get by. This is easy to do in a private capacity where we set our own limits, but in the workplace the situation is somewhat different.

Here we are required to know how to use technology in the quickest, most effective way. We are expected to be able to handle volumes of email, sell our ideas via email, manage electronic diaries and task schedulers, be able to convert documents into Internet-friendly formats, prepare powerful presentations to sell products or introduce new concepts, and manage knowledge. And so the list goes on.

Most often we are shown what to do by a work colleague, who has been self taught and may either themselves not know more than the bare minimum or be unable to explain in the best possible way how to use our technology.

The employee is not the only person who suffers in the above scenario. Corporations are aware that their office workers are lacking in IT skills. There is a drain on work hours, whilst workers toil over what could be the most simple technological problem.

Employers realise that it is not just a technological insecurity with which the office worker is faced, but that many workers are not skilled in problem-solving, or the ability to think independently, most especially in an environment which is fast-paced and competitive.

What is the solution to the above problem? Training is the most obvious answer. Yet a certain kind of training is necessary in order to answer both parts of the problem.

Firstly, training should supply technological knowledge to enable the office worker to approach each task with skill and confidence, in so doing increasing his or her own marketability. Not only does this give the office worker conviction in his or her ability but also streamlines the undertaking of tasks in the workplace.

Secondly, life-skills should be taught to the office worker. Many corporations assume that these are skills with which the office worker is equipped, yet few teaching facilities recognise life-skills as a subject necessary for inclusion in their curriculum. Life-skills include skills such as lateral thinking, creativity and the ability to problem solve.

These skills need to be taught in order to ensure that the office worker is fully competent in problem solving, has a confident trouble-shooting ability, and can take responsibility for immediate decisions or implementation of solutions. Life-skills combined with technological knowledge will create an empowered office worker, thus bringing about high levels of productivity in the workplace.

Knowledge Network are a computer training company who endeavour to provide just this kind of training. The company, founded five years ago, has created an unique and dynamic learning methodology which they use in their computer training courses. Termed the Integrated Learning and Mentoring Methodology (ILAMM™), the delivery allows the employee to learn in a practical manner, whilst at the same time allowing for and developing independent thought and creativity.

Problem-solving skills are enhanced alongside those of technology. Because the training presents each learning course in a manner that illustrates to the employee how technology can be used effectively in his or her own daily tasks, skills are gained at an accelerated rate. Courses are project orientated and outcomes based, which is considered to be a first in the corporate training environment.

Mr Allcock, Director of Mircrosep, distributors of pharmaceutical and analyses equipment, was faced with the challenge of getting his employees technologically aware when the company migrated onto laptop computers.

Whilst some employees were technologically advanced, others were equipped with only the most basic tools. The challenge was to level the playing field, as it were, so that all the employees were comfortable with the technology that they were to utilise in their daily jobs and able to cope with the concept of collaborative working.

As such, Allcock decided to give the employees the same opportunity, by sending them to Knowledge Network. Allcock looked at various computer training courses, but was intrigued by Knowledge Network’s approach to training. The curiosity grew when he saw the company in action.

He recalls that in the first session, when asking the trainer whether he would need an overhead projector in order to set up for a session, the trainer had replied in the negative, saying that he would simply be walking amongst the learners, aiding them when required.

Mr Allcock felt that the course was "very different, very interesting and made a lot of sense." Furthermore, once employees began the course, learners learned very quickly. Allcock says that his employees’ skills appeared to be growing all the time.

When asked what benefit he felt the staff of Microsep had gained from the course he stated that the employees were exceptionally motivated:

"People want to get on and use their skills. They are filled with anticipation." And this is the crux of the matter for him. This is the point from whence he started: how to get his staff motivated, technologically knowledgeable, and able to do their jobs in the most effective manner. By utilising the expertise of Knowledge Network, Mr Allcock and Microsep achieved their goal.

Knowledge Network is doing what hasn’t been done before. They are empowering workers, breaking down techno-fear and helping to create a productive workforce whilst at the same time giving workers the computer and coping skills they need.

Founder and Managing Director of Knowledge Network Jil Hrdliczka says, "Nowadays the demand on the employee is completely different to the demands of the past. The employee's day currently consists of the extremely varied tasks of research, communication, interpretation and processing of information, as well as knowledge management.

The ability to multi-task or cross pollinate different skills in the office has become an absolute necessity to daily work life, and is expected by the employer. The office worker needs to be equipped with coping skills in order to successfully manage his/her electronic environment, and to be able to meet the high expectations of the employer.

The workplace has developed and changed in our knowledge age; the workforce in turn needs to be able to adapt and meet the challenge. The only way to ensure that the workforce is equipped to perform in the new workplace is through training. Training that is accelerated and effective to reduce the overall cost of training for corporations, training that is integrated to meet the needs of the employee, training that is delivered using new learning methods to equip the employee with the computer and coping skills to perform with confidence in a dynamic, fast and competitive workplace."

Knowledge Network appear to be different, to be non-traditional in their approach. When they tell course delegates to leave pens and paper at home, they mean it. Knowledge Network has created a dynamic training course which is practical, fun, life-enhancing and foolproof for all skill levels.