by OntoreBD
December 11, 2008 in Training
Get A Pay Rise… LSC’s previous survey has shown that employees can increase their salary by $4,000 to $6,000 per year by getting the right training. Employers overlook training because: 1. Everyone is too busy and can’t find the time for Training and Development 2. During hard times the Training and Development budget is slashed.
by OntoreBD
November 15, 2008 in Training
Content design
Once you have established a need for training and undertaken research and analysis to profile your learners, you need to plan the course content. This usually needs to be undertaken in conjunction with the logistical planning and budgeting as these three areas are inter-related and have an impact on each other.
The first task is to identify the main subject areas that need to be covered. Remember to take into consideration the existing level of knowledge of your participants. Begin with the broad areas that need to be included and refine down into development of detailed sections or sessions.
by OntoreBD
November 15, 2008 in Training
Introduction
Aims, objectives and learning outcomes provide a clear indication of the goals and purpose of the training. Trainers use them to focus the training and to assess performance and success of participants. Participants can use them to evaluate the training from their own perspective.
Aims are overall statements of what you hope the training event will achieve. For example:
The aim of this training is to give an introduction to archives, records management and preservation.
by OntoreBD
November 15, 2008 in Training
To develop successful training courses you need a combination of skills and expertise. Good logistical planning is one of the most crucial aspects of training delivery. If your participants are not comfortable physically and at ease psychologically, they will not benefit fully from the training content. The first step in planning logistics for training is to develop a timetable. Set out what needs to happen by what date and assign responsibility for each task. Remember that there will always be occasions when you have little or no control over some or all of the logistics, in which case it is best to be flexible and work with your participants to make the best of the situation.
Sample checklist
by OntoreBD
November 15, 2008 in Training
Essential to the success of a training event is that the training offered is actually required. It is all too easy to assume that there is a training need just because you want to organise a particular training event. You must first consult your potential audience. If training is to be a useful experience it should be meeting a definite need on the part of the commissioning organisation and/or the potential participants. However, it should be noted that there can be a significant difference between what a group / agency thinks it needs and what it actually needs both in level and nature of training. It should also be clear that training is the appropriate response to what is required. Otherwise you will be faced with either a group uninterested in the training or no participants at all.
Before you begin planning the training find out what training is needed and what those involved will want. If training is being commissioned have a thorough discussion with the commissioning organisation to establish that the focus and content of the training will meet the requirement. If you are planning your own training event ask colleagues and your potential participants what they want. Depending on the type of training you are considering, the consultation can range from full-scale market research including interviews and questionnaires to informal chats at professional meetings. The former would be suitable for a major training programme such as a distance learning course. Sometimes you can only assess the training need by drafting a training event programme, advertising it and seeing what response you receive.
by OntoreBD
November 14, 2008 in 1971, Articles, Human Resource, Training
By Susan M. Heathfield, About.com
In every company, Human Resources (HR) training in many employee-related and legally-related topics is mandatory, especially for managers and supervisors. We need to equip our employees to handle their employee relations responsibilities competently.
But, for maximum positive impact and learning, we need to make the training motivational and engaging.
HR Training Example
This is what we set out to do with a sexual harassment and harassment training session. This training will be the example used for all of these tips.
To start, an HR Manager at a client company sent an email to all executives and managers asking them to save a three hour block of time for mandatory training in how to prevent sexual and other harassment in their workplace.
I found out later that the group was totally freaked out by the thought of spending three hours on harassment training. Fortunately for me, what set the parameters for the training session, was the video / DVD we had purchased for the session: Preventing Sexual Harassment, from HR Hero. Fortunately for me, too, since I was the one who watched it four times in preparation for the session, the video was great. I also took the time, in preparation, to jot down every incident of workplace harassment I had encountered over the years. Real workplace stories are so critical in HR training sessions to make dry material come alive.
Make HR Training Come Alive
These are actions you can take to make HR training sessions effective and enjoyable for participants. Let’s consider the actions taken to make this sexual harassment and harassment training session become more alive.
by OntoreBD
October 25, 2008 in Human Resource, Training
Evaluating Training to Ensure Implementation
By Matthew Schmidt
Training that makes a difference to organization performance incorporates measurement and follow-up steps. By not evaluating training, and measuring its impacts, you may waste company dollars by not implementing meaningful improvements that save time, money and frustration. If your company is like many, you conduct employee training but are unsure if learners walk away with information and skills that really help your company meet its goals. While the percentages vary, studies consistently show less than 18% of employers evaluate if their training results in changed behavior and improved organizational performance. Without measuring results it is impossible to gauge if dollars spent on employee development provide any Return on Investment (ROI). Calculating ROI on training investments is one benefit of evaluating training. Another benefit is captured by what my uncle learned in the Navy Inspect what you expect. By measuring training results you are establishing lines of accountability for the quality and content of the trainer, as well as the employees you are paying to attend training. Training evaluation and follow-up is not rocket science, but is does take some common sense and planning. Most professional trainers consider training evaluation at the four levels established by Donald Kirkpatrick in the mid-seventies. LEVEL I solicits surface reactions from learners. These questionnaires, given at the end of the training, ask learners: Did you like the training? Were the presentation materials clear and understandable? Was the instructor well prepared? Do you feel that this training will help you do your job better? They typically ask learners to respond on a rating scale of 1-5. Asking open-ended questions at end of the form for is a good idea. I like to ask What two or three things are you taking away from this session that will help you do you job better? and Suggestions for Improvement:
A well-written level one evaluation sheet provides a first blush gauge of how well the topic is being received and if the skills being taught will be supported back on the job. For example, in Sexual Harassment Prevention session I facilitated many people wrote comments like We really needed this information a lot of people didnt know where the line is. Often the level I evaluations are called smile sheets because learners are fairly positive if the training was well organized and not too long.
LEVEL II evaluations measure what has been learned in the training. Establishing a baseline requires pre-training data to compare to post-training information.