training and developing employees
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Training as Strategic and Competitive Advantage
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Training Challenges
• Getting organizations to believe training is important and that continuous learning is essential to gain competitive advantage in the marketplace– Global challenge
– Quality challenge
– Societal/Cultural challenge
– Technological challenge
• Developing competent training professionals
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The Role of Training
• Most organizations spend very little on training, some less than 1% of payroll
• “Hot” training issues in 2004 are – Cultural Diversity
– Ethics
– Talent Acquisition and Retention
– Sales
– Leadership and Coaching
– Technology
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STRATEGIC TRAINING
• What business are we in (Mission/Goals)?– Competencies and skills needed for managers,
employees, and executives• What can we do to reduce costs?
– Cross-training and upgrading of skill base; training in quality, communication, and time management
• How can we achieve market growth?– Development of innovation and creativity, as well
as developing diversity in thinking and relating
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Training Process
– Identify organizational problem areas or competency needs
– Analyze causes or business strategy directions to indicate training solution(s)--Ability vs. Motivation!
– Design training objectives (i.e., outcomes) and method of delivery to facilitate learning and transfer back to job
– Implement training (pilot first)
– Evaluate training based on objectives
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Let’s Practice!
• What would be the training differences and similarities between– An organization like Procter and Gamble
and one like BioGenTech?– A restaurant like McDonald’s and one like
Navy Bistro?– A sales person’s job and a nurse’s job?
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TRAINING TOPICS• Workplace Diversity• Sexual Harassment • Dealing with HIV/AIDS in the
Workplace • Performance Appraisal • Employee Involvement • Teambuilding • Interviewing Skills • Discipline and Termination Do's
and Don'ts • Workplace Violence • Legal Update of HR Issues for
Managers • Managed Health Care Issues • Starting an ESOP
• Work-Family Conflict • Stress Management • Management/Leadership
Development Issues • Domestic Partner Benefit
Plans • “Train the Trainer" Topics • Rewarding and Motivating
Employees • Improving Absenteeism
and Turnover • Human Resource Auditing
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HOW DO PEOPLE LEARN?
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Bloom’s Taxonomy
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Social learning
• Learn by observation of credible others (attention)
• Perception of self-efficacy to learn (ability)
• Positive consequences for desirable behavior, and negative consequences for undesirable behavior (motivation)
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Andragogy vs Pedagogy
• Need to understand why they are learning something
• Need to be self-directed
• Work/Life-related experiences
• Problem-centered approach
• Passive recipients of knowledge
• Teacher-directed learning
• Few related life or work experiences
• Memory-centered approach
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COMPREHENDING INFORMATION
• Two methods to comprehend info• GLOBAL thinkers like to get the big
picture first, then more on to more specific ideas (GIANT LEAPS)
• LINEAR thinkers need all the details in order (ONE STEP AT A TIME)
• WHOLE-BRAINED Training helps people learn and retain skills/knowledge
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Let’s Find Out What Kind of a Learner YOU Are!
• Auditory
• Visual
• Kinesthetic
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VISUAL LEARNERS• Linguistic learners like to learn through written
language; Spatial learners like to see charts, graphs, videos, demonstrations
• Include outlines and handouts for reading and taking notes, during and after session
• Invite them to use flip charts for exercises• Emphasize key points to cue when to take notes• Eliminate potential distractions
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AUDITORY LEARNERS• Talk to themselves a lot• Have difficulty with reading and writing tasks• Use Socratic method of teaching• Include auditory activities ( like Brainstorming,
Jeopardy, etc.)• “Tell them what they are going to learn, train
them, and then tell them what they’ve learned”
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KINESTHETIC LEARNERS• Lose concentration with no movement or
external stimulation• Use highlighters and colored markers to
emphasize points• Help guide learners through visualization• Play music during activities• Give frequent stretch breaks• Use a lot of activities and exercises
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WHAT TRAINING METHODS ARE APPROPRIATE?
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Decision Points to Ponder• Group Size
– Small groups (15 or fewer)– Mid-sized groups (16-35)– Large groups (35+)
• Subject Matter– Simulate “real world” as much as possible– Complex issues vs. Simple issues
• Availability of Resources (time & space)• Background of the Participants
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Answering Questions• Ask for questions about every 15 minutes• Don’t interrupt questioner, brush off question, or
say “we’ll cover that later”• Watch for puzzled looks• Don’t ask questions in a discouraging way
– “I know these are very simple concepts, but does anyone have any questions?”
• Be patient, quiet, and wait for learners to formulate questions…they will!
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Asking Questions• Ask learners questions that are open ended and
require more than “yes” or “no” answers• Ask learners questions that “check” whether they
got the major points of the session (e.g., Muddiest Point)
• Ask questions that cause the learners to voice their opinions, experiences, and views to stimulate discussion (particularly good for training concepts)
• Don’t insult learners’ intelligence!
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Lessons Learned…..
• The strategic use of training focuses on the KSAs that will be needed by the organization in the future
• Training should be adapted as much as possible to the learning style(s) of the participants, as well as the subject matter to be learned
• Certain aspects of training (Q&A) should be practiced to make full use of them