Training MD E

8/4/2019 Training MD E

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Training

Defined as: Any planned effort designed to facilitate the

acquisition of relevant skills, knowledge, and/orattitudes (values) by organizational members.

The process of providing employees

with specific skills or helping themcorrect deficiencies in their performance.


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Types of Training

Skills Training Retraining

Cross-functional training Team training Creativity training Literacy training Diversity training Crisis training Customer service training


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Training versus

Development

FocusScope

Time Frame

Goal

Training Development

Current jobIndividual employees

Immediate

Fix current skill deficit

Current and future jobsWork group organization

Long term

Prepare for future work

demands


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Challenges in Training

Is training the solution to theproblem?

Are the goals of training clear andrealistic?

Is training a good investment?

Will the training work?


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Development

An effort to provide employees with

the abilities the organization will needin the future.


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Overall purpose of employee and

management development

(a)Ensure the firm meets current and future

performance objectives by.

(b) Continues improvement of theperformance of individuals and teams;

and by.

(c) Maximizing peoples potential for growth(and promotion)


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Development activities

Training, both on and off the job

Career planning

Job rotationAppraisal (next lecture)

Other learning opportunities


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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


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HRD and the organizationBenefits 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


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Limitation of TrainingTraining 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


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Training and the individual

Enhances portfolio of skills

Psychological benefits

Social benefit

The job


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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


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Training and Development NeedsThe 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 trainingStep 6. Evaluate

Step. 7 Go back to step if you more training is

needed


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Challenges in Training

Is training the solution to the problem?



Will the training work?


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Setting Training Objectives

Present and required

Is training the solution to the problem?



Will the training work? Behaviour, standard and Environment


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The Training Process

Needs Assessment PhaseOrganization Needs

Task Needs

Person Needs

Development and Conduct

of TrainingLocation

PresentationType

Evaluation


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Guidelines for Using On-the-

Job TrainingManagers Should Select OJT When: 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.


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Guidelines for Using On-the-

Job Training (cont.)Managers Should Select OJT When: A defined proficiency level or an individual performance

test is required for certification or qualification.

What OJT Should Cover: 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.


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Sources of Customer

Dissatisfaction with IBM

Telephone ServiceCalls NotReturned24.1%

Getting toKnowledgeablePerson orBackup44%

Voice Systemsand MessageExpectations18.1%

OperatorAssistance6.7%

ExcessiveRings 4.3%

TelephoneTag2.4%


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IBM Senior Vice Presidents

Memo to All ManagersINTEROFFICE 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.


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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.


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Career Development

An ongoing and formalized

effort that focuses ondeveloping enriched and more

capable workers.


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Career Development System: Linking

Organizational Needs with Individual

Career NeedsWhat are the organizations

major strategic issues over

the next two to three years? What are the most critical

needs and challenges thatthe organization will face

over the next 2 - 3 years? What critical skills, know-

ledge, 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?

Organizational Needs

How do I find career

opportunities within the

organization that: Use my strengths

Address mydevelopmental needs

Provide challenges Match my interests Match my values Match my personal style

Individual Career Needs

Are employees developing

themselves in a way that

links personal effective-

ness and satisfaction

with the achievement of

the organizationsstrategic objectives?

Issue:


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The Career Development

ProcessAssessment

Phase

Direction

Phase

DevelopmentPhase


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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-assessmentusually involves doing skills assessment exercises, completing aninterests inventory, and clarifying values.

Organizational Assessment Some of the tools traditionally used by organizations in selection

are also valuable for career development. Among these are: Assessment centers

Psychological testing

Performance appraisal

Promotability forecasts

Succession planning


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Common Assessment Tools

Self-Assessment Organizational Assessment

Careerworkbooks

Career-planning workshops

Assessment centers

Psychological testing

Performance appraisal

Promotability forecasts

Succession planning


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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 Information services provide career development

information to employees. Job-posting systems

Skills inventories

Career paths

Career resource center


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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.


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The Development Phase of

Career Development Mentoring Mentoring relationships generally involve advising, role modeling,

sharing contacts, and giving general support.

Coaching Employee coaching consists of ongoing, sometimes spontaneous,

meetings between manages and their employees to discuss theemployees career goals and development.

Job Rotation

Job rotation involves assigning employees to various jobs so thatthey acquire a wider base of skills.

Tuition Assistance Programs Organizations offer tuition assistance programs to support their

employees education and development.


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Advancement

SuggestionsRemember that performance in yourfunction is important, but interpersonalperformance 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.


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Plan before you standSurvey the situation and have a plan before you

start writing, designing a training web page orspeakingDecide what to coverDetermine what you want your audience to

know. What is the purpose of the trainingsession? What should the audience be able to doat the end of your training session? Write this

out.Cover only those things your participants willneed to know. This is called just enough training.Resist the temptation to tell them the history ofthe subject, what's coming in the future, or what

they would do differently in some other situation.


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Know your audience and put yourself intheir shoes.Identify who your audience is and whattheir level of expertise is in the subject

matter.Don't automatically assume they willknow what you are talking about as you

go through a set of instructions. Includeeach step of the process. Don't skipsteps because you assume they are a

given.


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Make it easy on youDon'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 pageon this subject that you can borrow?Learn who normally does that sort of

thing at your institution and askthem, or call on your cronies fromother institutions to see if they have

anything you can use.


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If you have a lot of informationto convey and a short amount ofprep time, hit the central points

clearly and succinctly, thenprovide links, handouts,references, etc. to allow people to

dig deeper later.


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. Keep it simpleThis is not a Nobel Prize winning endeavor.

While you certainly don't want to put outsub-par material, you don't have to createthe best handout or the best website everwith Flash and digital video. Your job is to

convey the information simply, quickly andwell. Don't get caught up in the cosmetics

of it all. This is a BIG time-waster.If you want to get elaborate askyourself why. Will it truly increase theunderstanding of the information or willit just be cool? If the latter is the answer,

let it go if you're pushed for time.


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If you are designing a webpage to

deliver your training, be sure it iseasily navigable.If you get sidetracked, so be it, but

be sure your audience knows whereyou are in presentation when youget back on track (OK, I believe we

were discussing point 2, creating adistribution list).


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Organization is the key tosuccess

Whether you are verballypresenting the information orcreating a handout, organize in a

way that is easy to follow. Previewwhat you will be talking/writingabout, say it, and then recap themain points at the end (tell'em whatyou're going to tell them, tell them,

then tell'em what you've told them).


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Think about order. Askyourself if someone were tellingme how to do this, what order

would make the most sense tome and order your informationin this way. Examples -

chronological, function/task,problem/solution, etc.


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Remember to set the stage for your

training. Don't just launch into yourpresentation, use some form ofintroduction. Explain why you aredoing the training in the first place

(why are we doing this, because of asystem upgrade, etc?) Recap whatyou are there to accomplish, theequipment needed, etc. (should they

have their laptops hooked up and atthe college's homepage?), and about

how long the process will take.


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Let your audience know howyou have organized yourpresentation. Hit the central

points in succinct, clear phrases.Let your audience know how

and when questions areappropriate.


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Make it easy to read and

understandUse bullet points, not complete

sentences.Proofread for comprehension andspelling/grammar mistakes.Number your steps (step 1, step 2,

etc.) and include what you do and whathappens then (ex. click OK and the

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


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Use an easy to read font. One of my

favorites for hardcopy material is ComicSans, since the letters are widely spacedand easy to read and the feel is verycasual. Of course you know that Verdana

and Georgia are nicely visible on webpages (they are screen fonts). Also, usescreen fonts when projecting on a laptopscreen. See www. For more information

about fonts).Leave lots of white space. Don't try to

cram too much information on one page.


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Screenshots work wonders tohelp your audience understandwhat you are talking about (

SnagIt shareware is my personalfavorite software for capturingand editing screenshots).

ScreenCorder or Camtasia can beused to capture motion on a PC

screen.
http://www.techsmith.com/products/snagit/default.asphttp://www.matchware.net/en/products/screencorder/default.htmhttp://www.techsmith.com/download/studiodefault.asphttp://www.techsmith.com/download/studiodefault.asphttp://www.matchware.net/en/products/screencorder/default.htmhttp://www.techsmith.com/products/snagit/default.asp


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. Practice a trial run with a small audienceRun through for concept and structure (does it

make sense?).If you don't have an audience, consider

videotaping yourself.Run though for delivery/timingDo a full rehearsal with visuals


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Present wellIf 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 thancomplete 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, considerstanding 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 ifyou are in a small setting.Try to maintain a conversational tone because after all that's whatyou 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.


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. Calm those public speaking nervesRemember you are the expert and if you didn't havethe 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 youfeel more secure but use them as cues - avoid reading

too much.


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. Avoid sneaky pitfalls that can kill your trainingendeavor

Always have a backup for your technology. Worst casescenario, you should be able to do your presentation in ablackout. Have handouts as a backup for PowerPoint, saveweb pages to a CD, etc.Ask yourself if you really need PPT and why? Sitting inthe 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.


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Don't read to the audience from your

handouts.Consider waiting until after the presentationis complete before handing out information ifit 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.


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Thanks

Training MD E

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