Training

Defined

as:

Any planned effort designed to facilitate the acquisition of relevant skills, knowledge, and/or attitudes (values) by organizational members. The process of providing employees with specific skills or helping them correct deficiencies in their performance.

Types of Training
Skills Training Retraining Cross-functional training Team training Creativity training Literacy training Diversity training Crisis training Customer service training

Training versus Development

Training
Focus Scope Time Frame Goal Current job Individual employees Immediate Fix current skill deficit

Development
Current and future jobs Work group organization Long term Prepare for future work demands

Challenges in Training
Is

training the solution to the problem? Are the goals of training clear and realistic? Is training a good investment? Will the training work?

Development
An effort to provide employees with the abilities the organization will need in the future.

Overall purpose of employee and management development

(a)Ensure the firm meets current and future performance objectives by. (b) Continues improvement of the performance of individuals and teams; and by. (c) Maximizing peoples potential for growth (and promotion)

Development activities
Training,

both on and off the job Career planning Job rotation Appraisal (next lecture) Other learning opportunities

Training and development strategy

Step 1. Identify the skills and competences are needed by the business plan Step 2. Draw up the development strategy to show how training and development activities will assists in meeting the targets of the corporate plan. Step. 3 Implement the training and development strategy

HRD and the organization

Benefits for the organization of training and development programmes

Minimize the learning Cost Lower costs and increased productivity thereby improving performance Fewer accidents, and better health safety Less need for detailed supervision Flexibility (multi-skilling) Recruitment and succession planning Changes management Corporate culture Motivation

Limitation of Training
Training improve performance problems arising factors other than training needs Bad management Poor job design Poor equipment, factory layout and work organization Other characteristics of the employee (eg intelligence) Motivation- training gives a person the ability but not necessarily the willingness to improve

Poor recruitment

Training and the individual

Enhances portfolio of skills Psychological benefits Social benefit The job

Characteristics of the learning organization

Learning approach to strategy Participative policy making Information (for new insight) Formative accounting Internal exchange Reward flexibility Boundary workers as environmental scanners Inter-company learning Learning climate

Training and Development Needs

The Training process in outline Step 1. Organizations training needs Step 2. Define the learning required Step 3. Define training objectives Step 4. Plan training programmes Who, where, division of labour, leaders Step 5. Implement the training Step 6. Evaluate Step. 7 Go back to step if you more training is needed

Challenges in Training
Is

training the solution to the problem? Are the goals of training clear and realistic? Is training a good investment? Will the training work?

Setting Training Objectives

Present and required
Is

training the solution to the problem? Are the goals of training clear and realistic? Is training a good investment? Will the training work?

Behaviour, standard and Environment

The Training Process

Needs Assessment Phase Organization Needs Task Needs Person Needs Development and Conduct of Training Location Presentation Type

Evaluation

Guidelines for Using On-theJob Training OJT When: Managers Should Select

Participatory learning is essential. One-on-one training is necessary. Five or fewer employees need training. Taking employees out of the work environment for training is not cost-effective. Classroom instruction is not appropriate. Equipment and safety restrictions make other training methods ineffective. Frequent changes in standard operation procedures allow minimal time for retraining. Work in progress cannot be interrupted. The task for which the training is designed is infrequently performed. Immediate changes are necessary to meet new safety requirements.

Guidelines for Using On-theJob Training (cont.)

Managers Should Select OJT When:

A defined proficiency level or an individual performance test is required for certification or qualification. Large or secured equipment. Delicate or calibrated instruments. Tools and equipment components of a complex system. Delicate or dangerous procedures. Classified information retained in a secured area.

What OJT Should Cover:

Sources of Customer Dissatisfaction with IBM Telephone Service

Calls Not Returned 24.1%

Voice Systems and Message Expectations 18.1% Operator Assistance 6.7% Excessive Rings 4.3% Telephone Tag 2.4%

Getting to Knowledgeable Person or Backup 44%

IBM Senior Vice Presidents Memo to All Managers

INTEROFFICE MEMO

Overall, the rating of our telephone service by customers and internal users is poor. Together, we are going to fix this problem, and fix it fast.

Steps to Skill Improvement at IBM

1. Build in commitment. Gain support of management. 2. Thoroughly analyze the problem. Is it important? What is the real problem? 3. Gain line support. 4. Develop training strategies. Is there more than one group of employees that needs training? Design material appropriate to each groups needs and motivation levels. 5. Develop motivational strategies. Take steps to heighten awareness of issues. Signal importance of issue through measurement and recognition programs.

Career Development
An ongoing and formalized effort that focuses on developing enriched and more capable workers.

Career Development System: Linking Organizational Needs with Individual Career Needs
Organizational Needs
What are the organizations major strategic issues over the next two to three years? What are the most critical needs and challenges that the organization will face over the next 2 - 3 years? What critical skills, knowledge, and experience will be needed to meet these challenges? What staffing levels will be required? Does the organization have the strength necessary to meet the critical challenges?

Individual Career Needs

How do I find career opportunities within the organization that: Use my strengths Address my developmental needs Provide challenges Match my interests Match my values Match my personal style

Issue:
Are employees developing themselves in a way that links personal effectiveness and satisfaction with the achievement of the organizations strategic objectives?

The Career Development Process

Assessment Phase Direction Phase

Development Phase

The Assessment Phase of Career Development

Self-Assessment

Self-assessment is increasingly important for companies that want to empower their employees to take control of their careers Whether done through workbooks or workshops, self-assessment usually involves doing skills assessment exercises, completing an interests inventory, and clarifying values. Some of the tools traditionally used by organizations in selection are also valuable for career development. Among these are:

Organizational Assessment

Assessment centers Psychological testing Performance appraisal Promotability forecasts Succession planning

Common Assessment Tools

Self-Assessment Career workbooks Career-planning workshops Organizational Assessment Assessment centers Psychological testing Performance appraisal Promotability forecasts Succession planning

The Direction Phase of Career Development

Individual Career Counseling

This refers to one-on-one sessions with the goal of helping employees examine their career aspirations. Information services provide career development information to employees.

Information Services

Job-posting systems Skills inventories Career paths Career resource center

Career Path
A chart showing the possible directions and career opportunities available in an organization; it presents the steps in a possible career and a plausible timetable for accomplishing them.

The Development Phase of Career Development

Mentoring

Mentoring relationships generally involve advising, role modeling, sharing contacts, and giving general support. Employee coaching consists of ongoing, sometimes spontaneous, meetings between manages and their employees to discuss the employees career goals and development. Job rotation involves assigning employees to various jobs so that they acquire a wider base of skills. Organizations offer tuition assistance programs to support their employees education and development.

Coaching

Job Rotation

Tuition Assistance Programs

Advancement Suggestions
Remember

that performance in your function is important, but interpersonal performance is critical Set the right values and priorities. Provide solutions, not problems. Be a team player. Be customer oriented. Act as if what youre doing makes a difference.

Survey the situation and have a plan before you start writing, designing a training web page or speaking Decide what to cover Determine what you want your audience to know. What is the purpose of the training session? What should the audience be able to do at the end of your training session? Write this out. Cover only those things your participants will need to know. This is called just enough training. Resist the temptation to tell them the history of the subject, what's coming in the future, or what they would do differently in some other situation.

Plan before you stand

Know your audience and put yourself in their shoes. Identify who your audience is and what their level of expertise is in the subject matter. Don't automatically assume they will know what you are talking about as you go through a set of instructions. Include each step of the process. Don't skip steps because you assume they are a given.

Don't reinvent the wheel, look for websites that have the information you need and use them. Has someone else already done a handout, presentation or web page on this subject that you can borrow? Learn who normally does that sort of thing at your institution and ask them, or call on your cronies from other institutions to see if they have anything you can use.

Make it easy on you

If you have a lot of information to convey and a short amount of prep time, hit the central points clearly and succinctly, then provide links, handouts, references, etc. to allow people to dig deeper later.

. Keep it simple This is not a Nobel Prize winning endeavor. While you certainly don't want to put out sub-par material, you don't have to create the best handout or the best website ever with Flash and digital video. Your job is to convey the information simply, quickly and well. Don't get caught up in the cosmetics of it all. This is a BIG time-waster. If you want to get elaborate ask yourself why. Will it truly increase the understanding of the information or will it just be cool? If the latter is the answer, let it go if you're pushed for time.

If you are designing a webpage to deliver your training, be sure it is easily navigable. If you get sidetracked, so be it, but be sure your audience knows where you are in presentation when you get back on track (OK, I believe we were discussing point 2, creating a distribution list).

Whether you are verbally presenting the information or creating a handout, organize in a way that is easy to follow. Preview what you will be talking/writing about, say it, and then recap the main points at the end (tell'em what you're going to tell them, tell them, then tell'em what you've told them).

Organization is the key to success

Think about order. Ask yourself if someone were telling me how to do this, what order would make the most sense to me and order your information in this way. Examples chronological, function/task, problem/solution, etc.

Remember to set the stage for your training. Don't just launch into your presentation, use some form of introduction. Explain why you are doing the training in the first place (why are we doing this, because of a system upgrade, etc?) Recap what you are there to accomplish, the equipment needed, etc. (should they have their laptops hooked up and at the college's homepage?), and about how long the process will take.

Let your audience know how you have organized your presentation. Hit the central points in succinct, clear phrases. Let your audience know how and when questions are appropriate.

Use the video screen to demonstrate exactly what you are doing so that the audience can see your keystrokes.

Use bullet points, not complete sentences. Proofread for comprehension and spelling/grammar mistakes. Number your steps (step 1, step 2, etc.) and include what you do and what happens then (ex. click OK and the password box displays).

Make it easy to read and understand

Use an easy to read font. One of my favorites for hardcopy material is Comic Sans, since the letters are widely spaced and easy to read and the feel is very casual. Of course you know that Verdana and Georgia are nicely visible on web pages (they are screen fonts). Also, use screen fonts when projecting on a laptop screen. See www. For more information about fonts). Leave lots of white space. Don't try to cram too much information on one page.

Screenshots work wonders to help your audience understand what you are talking about ( SnagIt shareware is my personal favorite software for capturing and editing screenshots). ScreenCorder or Camtasia can be used to capture motion on a PC screen.

Practice a trial run with a small audience Run through for concept and structure (does it make sense?). If you don't have an audience, consider videotaping yourself. Run though for delivery/timing Do a full rehearsal with visuals

Present well If you are using PPT, don't turn around and read from the screen and don't stand in front of the screen. Look at your audience, don't read to them. Use an outline style and bullet points in your notes rather than complete sentences. This helps you to glance down easily and keep your place while avoiding the temptation to read. If you will be working on the PC to demonstrate, consider standing at the back of the room if possible and having the screen in the front to avoid squinting into the light of the projector. Try to make eye contact with each member of your audience if you are in a small setting. Try to maintain a conversational tone because after all that's what you are doing - having a conversation several of your colleagues to show them how to do something. Don't rush. Give your audience time to assimilate your ideas. Speak loudly, clearly and with feeling. Be yourself.

Calm those public speaking nerves Remember you are the expert and if you didn't have the knowledge required they wouldn't have asked you to speak in the first place. These are your colleagues and they just want the info. They are not critiquing you to see if you have the speaking skills of Aristotle. Use outlines, notes or cards if they help or make you feel more secure but use them as cues - avoid reading too much.

. Avoid sneaky pitfalls that can kill your training endeavor Always have a backup for your technology. Worst case scenario, you should be able to do your presentation in a blackout. Have handouts as a backup for PowerPoint, save web pages to a CD, etc. Ask yourself if you really need PPT and why? Sitting in the dark can put your audience to sleep. Are the PPT slides for your audience or an outline for you? Do they emphasize your points or are they eye candy? Don't be afraid to say I don't know when you don't. Nobody likes a faker. Your audience will respect you for being honest. Try to get there early enough to setup and get comfortable in your surroundings. Make enough handouts if at all possible.

Don't read to the audience from your handouts. Consider waiting until after the presentation is complete before handing out information if it is not necessary that they follow along. Sometimes handouts can be distracting. Don't go over your allotted time limit. This drives audiences crazy. Don't forget to interact with your audience. Ask questions, share stories. It's weird when there's no audience interaction.

Thanks