LEARNING AND TRAINING.

USE OF COMMUNICATION STRATEGIES

TRAINING & DEVELOPMENT

 Bad communication creates tension and negative dynamic and environment

 The goal is to master communication and have a clear road map of how to use it to

create positive outcomes (resultados) in the workplace and in every conversation

EFFECTIVE COMMUNICATION

Effective communication can be simple. Establishing a relationship of trust with colleagues,

speaking in a clear and concise manner, asking open – ended questions, and being a good

listener are just some of the ways effective communication can be achieved in the workplace

KNOW YOUR AUDIENCES

 Communication with employees

 Communication with executive team

 Communication with customers

 Communication with stakeholders

When establishing your goals, be clear, direct, straightforward, and oriented toward

solutions

Make sure your objectives are

Specific medible Achievable Timely

S M A R T
Measurable realizable Realistic oportuno
ADVICES

1. Take a step back (un paso atrás)

2. Be the voice of reason (Se la voz de la razón)

3. Think carefully before you speak (Piensa cuidadosamente antes de hablar)

4. Don’t take it personally (No lo tomes personalmente)

5. Walk away (alejarse)

FEATURES OF EFFECTIVE FEEDBACK

• Understanding (entendimiento) & supportive (apoyo)

• Planned (planeado), timely (oportuno) & regular

• Encourages (alienta) self-assessment (autoevaluación)

• Focuses (Centrado) on modifiable behavior (comportamiento)

• Constructive and non-judgemental (no crítico)

• Focuses (enfocado) on desired (deseado) actions

• Private

OBJECTIVES

– Importance of feedback

– Types of feedback

– Features (características) of Effective Feedback

– Feedback (retroalimentación) Session Model

– Feedback Techniques

– Follow up (seguir)
WHY GIVE FEEDBACK?

– Helps employees identify areas for improvement.(mejora)

– Imparts (imparte) ways (formas) to improve and correct performance. (rendimiento)

– Boost (aumento) confidence in areas they have correct performance & behaviour.

(comportamiento)

– Motivates behaviour (comportamiento) change.

• Intrinsically/ extrinsically?

TYPES OF FEEDBACK

 REINFORCING FEEDBACK

 CORRECTIVE FEEDBACK

REINFORCEMENTE FEEDBACK

o Be specific on:

 what is good

 what you like about it

 The impact it has on outcomes (resultados), you and others.

Write down and plan the above points prior (antes) to meeting. Don’t try and do it ‘off

the cuff’

UNDERSTANDING & SUPPORTIVE

The purpose of feedback is to improve performance not to punish.

Give the space and opportunity for recipients to express their needs and concerns with ease

(facilidad).
Create an environment of trust:

● ‘generous’ listening & speaking

● Not interrupting

● A calm and even voice

● Concrete examples (negative and/or positive)

● No disruptions

TIMELY & REGULAR

• Feedback given as close a possible to the time you observe or become aware

(conciencia) of the incorrect behaviour or performance that needs improvement

• Feedback sessions should be scheduled at regular and mutually agreed timeframes

(marcos) and locations to enable (permitir) feedback to occur.

ENCOURAGES SELF – ASSESSMENT

Asking how employees feel they are going first opens up (abre) the opportunity for:

• Self-regulation of performance (rendimiento) and behaviour (comportamiento)

• Raises (eleva) areas that you may not be aware (conciente) they are not performing

(realizando)

• Less defensiveness allowing a more trusting and open environment

FOCUSES ON MODIFIABLE BEHAVIOUR

Focus on behaviour (comportamiento) or performance (desempeño) that can be modified

Ask employee how they would expect to make (realizar) the change in the first instance.
Refrain (abstenerce) from making generalised comments on their personality or traits (reasgos)

that are a part of who they are and not necessarily modifiable.

Avoid accusatory statements (declaraciones), rather (en lugar de) state (indicar) what you

observe.

CONSTRUCTIVE & NON – JUDGEMENTAL

Avoid statements (declaraciones ) that are judgemental (juicios) or based on assumption

(suposiciones).

Allow mistakes to be made (hacer). Create an environment where mistakes are crucial for

learning and improvement (mejora) not a punishable (punible) offense first time.

Choose words that con-struct and don’t de-struct the relationship.

FOCUSES ON DESIRED ACTIONS

Don’t give feedback that is not backed (respaldados) or supported with the desired (deseada)

action expected (que se espera).

Similarly, with Reinforcement (retroalimentación) Feedback (refuerzo) reiterate the praised

(elogiado) behaviour (comportaiento) or performance (desempeño).

Give specific examples of where they excelled (sobresalieron).

FOCUSES ON DESIRED BEHAVIOURS (comportamientos)
PRIVATE

 Corrective Feedback is best communicated in private initially (al inicio)

 Reinforcement (reforzar) Feedback can be given privately or publicly – passive

reinforcement is good practice and boosts (aumenta) peer esteem (autoestima).

ROLE OF TRAINING & DEVELOPMENT

IDENTIFYING TRAINING NEEDS

Basic aim (objetivo) of Training

• Suitable (adecuado) change in the individual concerned (interesada).

• Should be related both in terms of organization's demand and that of individual’s.

Various Methods for identifying Training Needs

• Organizational Analysis.

• Task Analysis.
 • Man Analysis.

TRAINING & DEVELOPMENT PROCESS

ESTABLISHING TRAINING AND DEVELOPMENT OBJECTIVES

 Desired (deseables) end results

 Clear and summarize (resumidos) objectives must be formulated

SELECT T&D METHODS

On the job training

 Mentoring

 Coaching

 Job Rotation

 Internships

Off the job training

  Distance Learning and Videoconferencing

 Classroom Programs

 Simulations

 Role Playing

IMPLEMENTING HUMAN RESOURCE DEVELOPMENT PROGRAMS

 Implies change

 Qualified trainers must be available (disponibles)

 Trainers must understand company objectives

EVALUATION