Employee Training and Development Process _ Training Methods for Employees

4/16/2015 EmployeeTrainingandDevelopmentProcess|TrainingMethodsforEmployees

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EmployeeTrainingandDevelopment

Thequalityofemployeesandtheirdevelopmentthroughtrainingandeducationaremajorfactorsindetermininglongtermprofitabilityofasmallbusiness.Ifyouhireandkeepgoodemployees,itisgoodpolicytoinvestinthedevelopmentoftheirskills,sotheycanincreasetheirproductivity.

Trainingoftenisconsideredfornewemployeesonly.Thisisamistakebecauseongoingtrainingforcurrentemployeeshelpsthemadjusttorapidlychangingjobrequirements.

PurposeofEmployeeTrainingandDevelopmentProcess

Reasonsforemphasizingthegrowthanddevelopmentofpersonnelinclude

Creatingapoolofreadilyavailableandadequatereplacementsforpersonnelwhomayleaveormoveupintheorganization.Enhancingthecompany'sabilitytoadoptanduseadvancesintechnologybecauseofasufficientlyknowledgeablestaff.Buildingamoreefficient,effectiveandhighlymotivatedteam,whichenhancesthecompany'scompetitivepositionandimprovesemployeemorale.Ensuringadequatehumanresourcesforexpansionintonewprograms.

Researchhasshownspecificbenefitsthatasmallbusinessreceivesfromtraininganddevelopingitsworkers,including:

Increasedproductivity.Reducedemployeeturnover.Increasedefficiencyresultinginfinancialgains.Decreasedneedforsupervision.

Employeesfrequentlydevelopagreatersenseofselfworth,dignityandwellbeingastheybecomemorevaluabletothefirmandtosociety.Generally

EmployeeTrainingandDevelopm

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theywillreceiveagreatershareofthematerialgainsthatresultfromtheirincreasedproductivity.Thesefactorsgivethemasenseofsatisfactionthroughtheachievementofpersonalandcompanygoals.

TheTrainingProcess

Themodelbelowtracesthestepsnecessaryinthetrainingprocess:

OrganizationalObjectivesNeedsAssessmentIsThereaGap?TrainingObjectivesSelecttheTraineesSelecttheTrainingMethodsandModeChooseaMeansofEvaluatingAdministerTrainingEvaluatetheTraining

Yourbusinessshouldhaveaclearlydefinedstrategyandsetofobjectivesthatdirectanddriveallthedecisionsmadeespeciallyfortrainingdecisions.Firmsthatplantheirtrainingprocessaremoresuccessfulthanthosethatdonot.Mostbusinessownerswanttosucceed,butdonotengageintrainingdesignsthatpromisetoimprovetheirchancesofsuccess.Why?Thefivereasonsmostoftenidentifiedare:

TimeSmallbusinessesmanagersfindthattimedemandsdonotallowthemtotrainemployees.

GettingstartedMostsmallbusinessmanagershavenotpracticedtrainingemployees.Thetrainingprocessisunfamiliar.

BroadexpertiseManagerstendtohavebroadexpertiseratherthanthespecializedskillsneededfortraininganddevelopmentactivities.

LackoftrustandopennessManymanagersprefertokeepinformationtothemselves.Bydoingsotheykeepinformationfromsubordinatesandotherswhocouldbeusefulinthetraininganddevelopmentprocess.

SkepticismastothevalueofthetrainingSomesmallbusinessownersbelievethefuturecannotbepredictedorcontrolledandtheirefforts,therefore,arebestcenteredoncurrentactivitiesi.e.,makingmoneytoday.

Awellconceivedtrainingprogramcanhelpyourfirmsucceed.Aprogramstructuredwiththecompany'sstrategyandobjectivesinmindhasahigh



probabilityofimprovingproductivityandothergoalsthataresetinthetrainingmission.

Foranybusiness,formulatingatrainingstrategyrequiresaddressingaseriesofquestions.

Whoareyourcustomers?Whydotheybuyfromyou?Whoareyourcompetitors?Howdotheyservethemarket?Whatcompetitiveadvantagesdotheyenjoy?Whatpartsofthemarkethavetheyignored?Whatstrengthsdoesthecompanyhave?Whatweaknesses?Whatsocialtrendsareemergingthatwillaffectthefirm?

Thepurposeofformulatingatrainingstrategyistoanswertworelativelysimplebutvitallyimportantquestions:(1)Whatisourbusiness?and(2)Whatshouldourbusinessbe?Armedwiththeanswerstothesequestionsandaclearvisionofitsmission,strategyandobjectives,acompanycanidentifyitstrainingneeds.

IdentifyingTrainingNeeds

Trainingneedscanbeassessedbyanalyzingthreemajorhumanresourceareas:theorganizationasawhole,thejobcharacteristicsandtheneedsoftheindividuals.Thisanalysiswillprovideanswerstothefollowingquestions:

Whereistrainingneeded?Whatspecificallymustanemployeelearninordertobemoreproductive?Whoneedstobetrained?

Beginbyassessingthecurrentstatusofthecompanyhowitdoeswhatitdoesbestandtheabilitiesofyouremployeestodothesetasks.Thisanalysiswillprovidesomebenchmarksagainstwhichtheeffectivenessofatrainingprogramcanbeevaluated.Yourfirmshouldknowwhereitwantstobeinfiveyearsfromitslongrangestrategicplan.Whatyouneedisatrainingprogramtotakeyourfirmfromheretothere.

Second,considerwhethertheorganizationisfinanciallycommittedtosupportingthetrainingefforts.Ifnot,anyattempttodevelopasolidtrainingprogramwillfail.

Next,determineexactlywheretrainingisneeded.Itisfoolishtoimplementacompanywidetrainingeffortwithoutconcentratingresourceswheretheyare

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neededmost.Aninternalauditwillhelppointoutareasthatmaybenefitfromtraining.Also,askillsinventorycanhelpdeterminetheskillspossessedbytheemployeesingeneral.Thisinventorywillhelptheorganizationdeterminewhatskillsareavailablenowandwhatskillsareneededforfuturedevelopment.

Also,intoday'smarketdriveneconomy,youwouldberemissnottoaskyourcustomerswhattheylikeaboutyourbusinessandwhatareastheythinkshouldbeimproved.Insummary,theanalysisshouldfocusonthetotalorganizationandshouldtellyou(1)wheretrainingisneededand(2)whereitwillworkwithintheorganization.

Onceyouhavedeterminedwheretrainingisneeded,concentrateonthecontentoftheprogram.Analyzethecharacteristicsofthejobbasedonitsdescription,thewrittennarrativeofwhattheemployeeactuallydoes.Trainingbasedonjobdescriptionsshouldgointodetailabouthowthejobisperformedonataskbytaskbasis.Actuallydoingthejobwillenableyoutogetabetterfeelforwhatisdone.

Individualemployeescanbeevaluatedbycomparingtheircurrentskilllevelsorperformancetotheorganization'sperformancestandardsoranticipatedneeds.Anydiscrepanciesbetweenactualandanticipatedskilllevelsidentifiesatrainingneed.

SelectionofTrainees

Onceyouhavedecidedwhattrainingisnecessaryandwhereitisneeded,thenextdecisioniswhoshouldbetrained?Forasmallbusiness,thisquestioniscrucial.Traininganemployeeisexpensive,especiallywhenheorsheleavesyourfirmforabetterjob.Therefore,itisimportanttocarefullyselectwhowillbetrained.

Trainingprogramsshouldbedesignedtoconsidertheabilityoftheemployeetolearnthematerialandtouseiteffectively,andtomakethemostefficientuseofresourcespossible.Itisalsoimportantthatemployeesbemotivatedbythetrainingexperience.Employeefailureintheprogramisnotonlydamagingtotheemployeebutawasteofmoneyaswell.Selectingtherighttraineesisimportanttothesuccessoftheprogram.

TrainingGoals

Thegoalsofthetrainingprogramshouldrelatedirectlytotheneedsdeterminedbytheassessmentprocessoutlinedabove.Courseobjectivesshouldclearlystatewhatbehaviororskillwillbechangedasaresultofthetrainingandshouldrelatetothemissionandstrategicplanofthecompany.Goalsshouldincludemilestonestohelptaketheemployeefromwhereheorsheistodaytowherethefirmwantshimorherinthefuture.Settinggoalshelpstoevaluatethetrainingprogramandalsotomotivateemployees.Allowingemployeestoparticipateinsettinggoalsincreasestheprobabilityof



success.

TrainingMethods

Therearetwobroadtypesoftrainingavailabletosmallbusinesses:onthejobandoffthejobtechniques.Individualcircumstancesandthe"who,""what"and"why"ofyourtrainingprogram

determinewhichmethodtouse.

Onthejobtrainingisdeliveredtoemployeeswhiletheyperformtheirregularjobs.Inthisway,theydonotlosetimewhiletheyarelearning.Afteraplanisdevelopedforwhatshouldbetaught,employeesshouldbeinformedofthedetails.Atimetableshouldbeestablishedwithperiodicevaluationstoinformemployeesabouttheirprogress.Onthejobtechniquesincludeorientations,jobinstructiontraining,apprenticeships,internshipsandassistantships,jobrotationandcoaching.

Offthejobtechniquesincludelectures,specialstudy,films,televisionconferencesordiscussions,casestudies,roleplaying,simulation,programmedinstructionandlaboratorytraining.Mostofthesetechniquescanbeusedbysmallbusinessesalthough,somemaybetoocostly.

Orientationsarefornewemployees.Thefirstseveraldaysonthejobarecrucialinthesuccessofnewemployees.Thispointisillustratedbythefactthat60percentofallemployeeswhoquitdosointhefirsttendays.Orientationtrainingshouldemphasizethefollowingtopics:

Thecompany'shistoryandmission.Thekeymembersintheorganization.Thekeymembersinthedepartment,andhowthedepartmenthelpsfulfillthemissionofthecompany.Personnelrulesandregulations.

Somecompaniesuseverbalpresentationswhileothershavewrittenpresentations.Manysmallbusinessesconveythesetopicsinoneononeorientations.Nomatterwhatmethodisused,itisimportantthatthenewcomerunderstandhisorhernewplaceofemployment.

Lecturespresenttrainingmaterialverballyandareusedwhenthegoalistopresentagreatdealofmaterialtomanypeople.Itismorecosteffectivetolecturetoagroupthantotrainpeopleindividually.Lecturingisonewaycommunicationandassuchmaynotbethemosteffectivewaytotrain.Also,itishardtoensurethattheentireaudienceunderstandsatopiconthesamelevelbytargetingtheaverageattendeeyoumayundertrainsomeandloseothers.Despitethesedrawbacks,lecturingisthemostcosteffectivewayofreachinglargeaudiences.

Roleplayingandsimulationaretrainingtechniquesthatattempttobring



realisticdecisionmakingsituationstothetrainee.Likelyproblemsandalternativesolutionsarepresentedfordiscussion.Theadagethereisnobettertrainerthanexperienceisexemplifiedwiththistypeoftraining.Experiencedemployeescandescriberealworldexperiences,andcanhelpinandlearnfromdevelopingthesolutionstothesesimulations.Thismethodiscosteffectiveandisusedinmarketingandmanagementtraining.

Audiovisualmethodssuchastelevision,videotapesandfilmsarethemosteffectivemeansofprovidingrealworldconditionsandsituationsinashorttime.Oneadvantageisthatthepresentationisthesamenomatterhowmanytimesit'splayed.Thisisnottruewithlectures,whichcanchangeasthespeakerischangedorcanbeinfluencedbyoutsideconstraints.Themajorflawwiththeaudiovisualmethodisthatitdoesnotallowforquestionsandinteractionswiththespeaker,nordoesitallowforchangesinthepresentationfordifferentaudiences.

Jobrotationinvolvesmovinganemployeethroughaseriesofjobssoheorshecangetagoodfeelforthetasksthatareassociatedwithdifferentjobs.Itisusuallyusedintrainingforsupervisorypositions.Theemployeelearnsalittleabouteverything.Thisisagoodstrategyforsmallbusinessesbecauseofthemanyjobsanemployeemaybeaskedtodo.

Apprenticeshipsdevelopemployeeswhocandomanydifferenttasks.Theyusuallyinvolveseveralrelatedgroupsofskillsthatallowtheapprenticetopracticeaparticulartrade,andtheytakeplaceoveralongperiodoftimeinwhichtheapprenticeworksfor,andwith,theseniorskilledworker.Apprenticeshipsareespeciallyappropriateforjobsrequiringproductionskills.

Internshipsandassistantshipsareusuallyacombinationofclassroomandonthejobtraining.Theyareoftenusedtotrainprospectivemanagersormarketingpersonnel.

Programmedlearning,computeraidedinstructionandinteractivevideoallhaveonethingincommon:theyallowthetraineetolearnathisorherownpace.Also,theyallowmaterialalreadylearnedtobebypassedinfavorofmaterialwithwhichatraineeishavingdifficulty.Aftertheintroductoryperiod,theinstructorneednotbepresent,andthetraineecanlearnashisorhertimeallows.Thesemethodssoundgood,butmaybebeyondtheresourcesofsomesmallbusinesses.

Laboratorytrainingisconductedforgroupsbyskilledtrainers.Itusuallyisconductedataneutralsiteandisusedbyupperandmiddlemanagementtraineestodevelopaspiritofteamworkandanincreasedabilitytodealwithmanagementandpeers.Itcanbecostlyandusuallyisofferedbylargersmallbusinesses.

Trainers

Whoactuallyconductsthetrainingdependsonthetypeoftrainingneeded



andwhowillbereceivingit.Onthejobtrainingisconductedmostlybysupervisorsoffthejobtraining,byeitherinhousepersonneloroutsideinstructors.

Inhousetrainingisthedailyresponsibilityofsupervisorsandemployees.Supervisorsareultimatelyresponsiblefortheproductivityand,therefore,thetrainingoftheirsubordinates.Thesesupervisorsshouldbetaughtthetechniquesofgoodtraining.Theymustbeawareoftheknowledgeandskillsnecessarytomakeaproductiveemployee.Trainersshouldbetaughttoestablishgoalsandobjectivesfortheirtrainingandtodeterminehowtheseobjectivescanbeusedtoinfluencetheproductivityoftheirdepartments.Theyalsomustbeawareofhowadultslearnandhowbesttocommunicatewithadults.Smallbusinessesneedtodeveloptheirsupervisors'trainingcapabilitiesbysendingthemtocoursesontrainingmethods.Theinvestmentwillpayoffinincreasedproductivity.

Thereareseveralwaystoselecttrainingpersonnelforoffthejobtrainingprograms.Manysmallbusinessesuseinhousepersonneltodevelopformaltrainingprogramstobedeliveredtoemployeesofflinefromtheirnormalworkactivities,duringcompanymeetingsorindividuallyatprearrangedtrainingsessions.

Therearemanyoutsidetrainingsources,includingconsultants,technicalandvocationalschools,continuingeducationprograms,chambersofcommerceandeconomicdevelopmentgroups.Selectinganoutsidesourcefortraininghasadvantagesanddisadvantages.Thebiggestadvantageisthattheseorganizationsarewellversedintrainingtechniques,whichisoftennotthecasewithinhousepersonnel.

Thedisadvantageofusingoutsidetrainingspecialistsistheirlimitedknowledgeofthecompany'sproductorserviceandcustomerneeds.Thesetrainershaveamoregeneralknowledgeofcustomersatisfactionandneeds.Inmanycases,theoutsidetrainercandevelopthisknowledgequicklybyimmersinghimselforherselfinthecompanypriortotrainingtheemployees.Anotherdisadvantageofusingoutsidetrainersistherelativelyhighcostcomparedtoinhousetraining,althoughthehighercostmaybeoffsetbytheincreasedeffectivenessofthetraining.

Whoeverisselectedtoconductthetraining,eitheroutsideorinhousetrainers,itisimportantthatthecompany'sgoalsandvaluesbecarefullyexplained.

TrainingAdministration

Havingplannedthetrainingprogramproperly,youmustnowadministerthetrainingtotheselectedemployees.Itisimportanttofollowthroughtomakesurethegoalsarebeingmet.Questionstoconsiderbeforetrainingbeginsinclude:



Location.Facilities.Accessibility.Comfort.Equipment.Timing.

Carefulattentiontotheseoperationaldetailswillcontributetothesuccessofthetrainingprogram.

Aneffectivetrainingprogramadministratorshouldfollowthesesteps:

Definetheorganizationalobjectives.Determinetheneedsofthetrainingprogram.Definetraininggoals.Developtrainingmethods.Decidewhomtotrain.Decidewhoshoulddothetraining.Administerthetraining.Evaluatethetrainingprogram.

Followingthesestepswillhelpanadministratordevelopaneffectivetrainingprogramtoensurethatthefirmkeepsqualifiedemployeeswhoareproductive,happyworkers.Thiswillcontributepositivelytothebottomline.

EvaluationofTraining

Trainingshouldbeevaluatedseveraltimesduringtheprocess.Determinethesemilestoneswhenyoudevelopthetraining.Employeesshouldbeevaluatedbycomparingtheirnewlyacquiredskillswiththeskillsdefinedbythegoalsofthetrainingprogram.Anydiscrepanciesshouldbenotedandadjustmentsmadetothetrainingprogramtoenableittomeetspecifiedgoals.Manytrainingprogramsfallshortoftheirexpectationssimplybecausetheadministratorfailedtoevaluateitsprogressuntilitwastoolate.Timelyevaluationwillpreventthetrainingfromstrayingfromitsgoals.

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Employee Training and Development Process _ Training Methods for Employees

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