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The process of providing employees with specific skills or helping them correct deficiencies in their performance.
Development
An effort to provide employees with the abilities the organization will need in the future.
Development
Current and future jobs Work group organization Long term Prepare for future work demands
Challenges in Training
Is training the solution to the problem? Are the goals of training clear and realistic? Is training a good investment? Will the training work?
Evaluation
Feedback Skills
1. Supervisor describes the issue in concrete terms. 2. Supervisor attacks the problem, not the performer. 3. Supervisor provides feedback in a timely fashion.
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.
A defined proficiency level or an individual performance test is required for certification or qualification. 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.
Drawbacks
Many programs do not assess employees progress so managers cannot measure the employees skill level. Many programs lack a feedback mechanism to help employees determine how much theyve learned.
Time efficient
Targeted at crucial skills Allows employees to progress at their own pace Doesnt hamper productivity
Types of Training
Skills Training Retraining Cross-functional training Team training Creativity training Literacy training Diversity training Crisis training Customer service training
Be sensitive in your approach to skills assessment. Tie the curriculum as closely as possible to what workers do. Include both managers and employees in the development stage of the program. Align the program with company objectives and job requirements. Be flexible about when and where training is held and provide incentives for participation. Provide for self-paced learning. Use a variety of training tools. Provide ongoing feedback. Ensure employee confidentiality. Get the support of top management for the program.
1 2 3
Participants reaction to the training at the time of the training. Participants learning of the content of the training. Participants use of their new skills and knowledge back on the job. Companys return on the training investment.
$1,341 $1,156
$1,165 $1,211
control group was not trained. The numbers cited here for the control group were compiled before and after the training group underwent training.
SocializationDo It Yourself!
WHATS THE PATH TO SUCCESS?
Get to know people in the organization, especially those who can tell you what it takes to succeed. Make it a goal to get to know four new people in the first two weeks on the job.
GET FEEDBACK.
Have a meeting with your boss within the first month to get an informal sense of how you are performing so far.
DO IT.
Pick a reasonable project and complete it within your first two months on the job. Completing the project will not only show initiative, it will probably introduce you to other parts of the organization and further immerse you in the culture.