Workshop-Christine Engel-The Who, What, When & Why of a Training Program for Managers with Few...

The Who, What, How & Why of a Training Program

For Managers with Few Resources

Prepared by: Chris Engel

May 20, 2014

Confidential for internal JLL and client use only

Where do you start?

2

Confidential for internal JLL and client use only 3

Overview

• Training Objective

• Overview of a Training Framework

• What, Who, How, and Why

• Best Practices for Resources


Training Objective Statements

1. Provides a comprehensive , relevant, and effective Global, Site and Role-based Training program for staff

2. Defines compliance and regulatory training and the systems to deliver this training

3. Supports people development business skills training

4. Maintains Ease of Operations by building tools, including:

• Responsibility based Competency Maps

• Role-based Curriculum Plans

• Best-in-class Training (right size)

• Visible metrics to show success, staff development, and Qualifications


This Framework will clarify responsibilities, processes, and manage compliance

IFM Training Program Framework(3 work streams)

- Identify Staff and roles

- Responsibilities Matrix

- Benchmarking

- Conduct a Needs Analysis

- Tools for tracking and reporting

- Tools for Management visibility

- Tools for Onboarding

- Training records tracked / reported

- Costs tracked

- Continuous Improvement

Who / What How Why

1. Training & Development Requirements

Sets Expectations

Del

iver

able

sC

har

ter

/ Sco

pe

Fo

un

dat

ion

2. Systems / Tools

Builds global, collaborative tools;

3. Metrics

Monitor and Audit

Staff Roles Manual / Automated Success Metrics


Training Framework

6




- Identify staff and roles


- Benchmarking

- Conduct a Needs Analysis





- Costs tracked


Who / What How Why


Sets Expectations

Del

iver

able

sC

har

ter

/ Sco

pe

Fo

un

dat

ion

2. Systems / Tools


3. Metrics

Monitor and Audit


Training Program Charter (Template)

Start with a Charter to Plan


Training Requirements

8

What

Confidential for internal JLL and client use only9

Training Requirements – Four Categories

Safety ComplianceSafety Compliance

Employer KnowledgeEmployer Knowledge

HR ComplianceHR Compliance

Requirement

- Basic Office Safety / Ergonomics- Basic First Aid / AED / CPR- Job-specific Safety training - Safe equipment operations

- Ethics- Workplace Harassment- Code of Business Conduct- Systems access

Sample

- Policies, Procedures- Service Level Agreements- Contracts and sub-contractors (if applicable)

- Perform a Job Task Analysis (what are the job competencies for high performance)- Strategic Thinking Skills (Six Sigma or Project Management certifications- Diversity and Inclusion

Development SkillsDevelopment Skills

What


Roles & Responsibilities

10


Understand who will receive Training

Guiding Principle

• Staff arrive skilled and knowledgeable to perform tasks required.

• The expectation is any ongoing license, CEU, or Qualifications required would be completed by the staff (with support form the employer as provided in their HR Policies)

On the Job Training Requirements: • Will be provided to maximize performance• Will continue to be developed as new systems come on board

Training Requirements: • Compliance Training will be provided by the employer (e.g., general HR

compliance and OSHA safety training)• Career Development (for example, to keep staff up to date in their skills) is a

benefit and can be provided by a 3rd party provider or in-sourced

Establish a Roles/Responsibilities Matrix

Who


Sample Responsibilities Matrix

If Staff Needs… Then…

Type of knowledge or skill

Staff is responsible for:

Employer is responsible for:

Who Develops / Delivers the

Training

Special Considerations

Onboarding Attending Providing badge

and onboarding training

Employer May be owned or

outsourced

General HR Training

Completing Providing

annually Employer

Make this part of on-boarding and job change responsibility process

General Safety Training

Complete prior to performing work

Providing basic office safety, ergonomics, and first aid

Employer Make this part of

on-boarding

Safety specific to perform a task (for example, Lockout tag out, Personal Protective Equipment (PPE)

Complete prior to performing high-risk work

Provide training Employer or

outsourced Completion

tracked

Who


Responsibilities Matrix Continued

If staff Needs… Then….

Type of knowledge or skill

Employer is responsible for:

Who Develops / Delivers the Training Special Considerations

System Access (e.g., Maximo)

Determining system access needs

Submit forms for assignment

Assure client requirements are met

Employer / Vendor Tracked to show

qualification to perform work safely

General skills (tool usage, general knowledge of craft, computer skills, certifications and licenses)

Providing skilled, certified, licensed employees

Employer or Vendor Tracked to show

qualification to perform work safely

General Business Skills

Providing to High Value Talent

May be attended outside of work

Tracked in staff personnel folders

Who


How will Training be Given?




- Interviews with Stakeholders


- Benchmarking

- Needs Analysis

- Tools for conducting training (e-learning)




- Costs tracked


Who / What How Why


Sets Expectations

Del

iver

able

sC

har

ter

/ Sco

pe

Fo

un

dat

ion

2. Systems / Tools


3. Metrics

Monitor and Audit



Systems KT AnalysisPoints allowed 1 - 10 (10 being best)

Manual System (spreadsheets)

Purchased Automated System A

System Developed Internally

Classification WeightSub-

Weight Metrics Points Percentage Points Percentag

e Points Percentage Quality Assurance 45%

15%Does this meet our internal QA Requirements 0.00 0.00 0.00

10% Sustainability 0.00 0.00 0.00 10% Best overall capabilities 0.00 0.00 0.00Reporting 25%

10% Overall reporting capability 0.00 0.00 0.00 10% Auditing Capability 0.00 0.00 0.00 5% Best User Interface 0.00 0.00 0.00 Pricing 30% 10% Within Budget 0.00 0.00 0.00 10% Value for capabilities 0.00 0.00 0.00

10%Unit Rates/Pricing per person 0.00 0.00 0.00

Total 100% 0 0 0

Reference: http://www.kepner-tregoe.com/; KT is kepner-tregoe

How


JLL Training System

• JLL-specific training to be tracked on SkillSoft™

Additional Benchmarking reveals that some accounts use only a SharePoint “Training Tracker” or paper training records

How


Why is Training Important?




- Interviews with Stakeholders


- Benchmarking

- Needs Analysis





- Costs tracked


Who / What How Why


Sets Expectations

Del

iver

able

sC

har

ter

/ Sco

pe

Fo

un

dat

ion

2. Systems / Tools


3. Metrics

Monitor and Audit



Reporting and Metrics

• To demonstrate that the objectives are met

• To show compliance to safety standards

• To keep staff safe

• To continue to develop staff

• …….20

Why


Curriculum Plans - “Training Planners”

Why


Blended Training Reports

Why

Revised 09/30/09

Site % completeARI 89%AMA n/a

LDC 88%AML 97%ACO 87%Total 92%

Site/ Cost Center Assignment Count Completion Count

Incomplete Count

% Complete

E-Signed Count

Not E-Signed Count % E-Signed

ARI (GFO-East) 173 154 19 89% 154 19 89%

AMA (GFO-East) 46 25 21 54% 20 5 43%

LDC 137 121 16 88% 121 16 88%

AML- Engineering Services - CC-11213

1,024 998 26 97% 998 26 97%

AML- Site Engineering Services - CC-11231

947 911 36 96% 910 37 96%

Total for AML 1,971 1,909 62 97% 1,908 63 97%

ACO Maintenance & Utilities - CC-10067

945 789 156 83% 780 165 83%

F&E Site Support - CC-11412

512 477 35 93% 460 52 90%

Total for ACO 1,457 1,266 191 87% 1,240 217 85%

Total for all cost Centers

3,784 3,475 309 92% 3,443 320 91%

Status on Current Training

Currently validating data with Jeff and Takia on AMA assignments

CommentsRevised 09/30/09

Site % completeARI 89%AMA n/a

LDC 88%AML 97%ACO 87%Total 92%

Site/ Cost Center Assignment Count Completion Count

Incomplete Count

% Complete

E-Signed Count

Not E-Signed Count % E-Signed

ARI (GFO-East) 173 154 19 89% 154 19 89%

AMA (GFO-East) 46 25 21 54% 20 5 43%

LDC 137 121 16 88% 121 16 88%

AML- Engineering Services - CC-11213

1,024 998 26 97% 998 26 97%

AML- Site Engineering Services - CC-11231

947 911 36 96% 910 37 96%

Total for AML 1,971 1,909 62 97% 1,908 63 97%

ACO Maintenance & Utilities - CC-10067

945 789 156 83% 780 165 83%

F&E Site Support - CC-11412

512 477 35 93% 460 52 90%

Total for ACO 1,457 1,266 191 87% 1,240 217 85%

Total for all cost Centers

3,784 3,475 309 92% 3,443 320 91%

Status on Current Training

Currently validating data with Jeff and Takia on AMA assignments

Comments

Client Training

100% Compliant

JLL Training Reports

Site % complete Comments

AWA (Helix and Bothel) 100%

AFR 100%

ASF 100%

ATO 100%

ARI 100%

AMA 100%

LDC 100%

AML 100%

ACO 100%


Best Practices with Resources


Positive Support and Best Practices

Best Practice for Resources

Number of Staff Systems Resources (Budget)

< 30

30 – 100

> 100

> 1000 staff

Develop a manual system to track completions. Partner with 3rd Party firms to administer training ($100/pp)

Develop an automated system internally and partner with 3rd Party firms to administer training ($300/pp)

Develop an automated system in house, partner with 3rd party firms and use internal resources to become ‘Trainers” or SMEs.

Purchase a dedicated hosted system, hire a dedicated Training Manager to manage all activities.

10% FTE ($3 – 5K)

2 x 10% FTEs supporting their business area.

($10 – 40K)

2 x 20% FTE or

1- 40% FTE to support and coordinate activities.

($40 – 60K)

1 FTE plus local Administrators at 10% FTE for local support

($60-100K)


Overview

• What • Developing a Model for Training Requirements• Develop a Training Roadmap

• Who:• Develop a Roles and Responsibilities matrix

• How:• Decide on the right system to use for conducting and tracking

• Why:• Develop a way to Reports and show success!

• Best Practices• Resources can be shared or dedicated depending on your

budget.


With a few good tools, you can develop a robust Training Program!


Hand Outs

• Training Framework• Sample Charter Template• Roles and Responsibilities Matrix• KT Analysis Template for Systems

Analysis


Thank you!


Back slides


Roadmap: Technical Training Assessment / Certification of Qualification

Development Gap Analysis

Roa

dmap

Gap Analysis

Approved?Job Task Analysis

Complete Training/ Fill Gaps

Skills Assessment

Technology Training

Plan

Certify Qualification to Perform

Task

1. Roadmap to assess current skills against the Organization need

2. Is a tool to show “qualification”

6 month Implementation6 month lead time

CFR Part 21 - “Personnel shall be trained on the job that they perform”


Code of Federal Regulations• CFR Part 21 - “Personnel shall be trained on the job that they perform”

• Sec. 211.25 Personnel Qualifications• (a) Each person engaged in the manufacture, processing, packing, or

holding of a drug product shall have education, training, and experience, or any combination thereof, to enable that person to perform the assigned functions. Training shall be in the particular operations that the employee performs and in current good manufacturing practice (including the current good manufacturing practice regulations in this chapter and written procedures required by these regulations) as they relate to the employee's functions. Training in current good manufacturing practice shall be conducted by qualified individuals on a continuing basis and with sufficient frequency to assure that employees remain familiar with CGMP requirements applicable to them.

• Sec. 211.34 Consultants • Consultants advising on the manufacture, processing, packing, or holding

of drug products shall have sufficient education, training, and experience, or any combination thereof, to advise on the subject for which they are retained. Records shall be maintained stating the name, address, and qualifications of any consultants and the type of service they provide.

For Internal Use Only. client Confidential. 31

Requirements

Frequency

Resource: TITLE 21--FOOD AND DRUGSCHAPTER I--FOOD AND DRUG ADMINISTRATION

Vendor Management


Guiding Principles

• Point of Contact

• One member of the client Board will be appointed annually to oversee the approval process.

• Budget

• An annual budget will be established and the actuals will be tracked and reported out to the Board at least quarterly.

• Approval Review

• All requests will be submitted to the appointed member and that person will bring the information and justifications to the Board for approval.

• Empowerment

• Once the Board has approved the request, the appointed member is empowered to execute the approved actions.

• Notification

• Notification to the employee will be done by the Board member that employee works under.

• Payment Approval

• The appointed Board member will receive the final grades and approve payment to the employee.


Sub-Contractor Training Guiding Principles (sample)

Definitions

- 3rd Party Contractors – Perform specific project work and managed by JLL (full-time employee equivalent)

- Service Providers - Company under contract to perform specific work

Considerations:

• Type of work performed (critical in terms of business, high risk in safety or business continuity)

• Number of employees in company (> 10 FTEs in company)

• Expense to perform work (> $100K)

If one of the above considerations is checked, the training and tracking reports are within scope. Proceed to follow one of the two levels for tracking and ensuring compliance of 3rd party vendor training requirements:

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Workshop-Christine Engel-The Who, What, When & Why of a Training Program for Managers with Few...

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Transcript of Workshop-Christine Engel-The Who, What, When & Why of a Training Program for Managers with Few...