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Consulting Services Get tailored solutions focused on strategy, analysis and change management. If you're not careful, it can be devastating. A few guiding principles can help you employ feedback in a way that's almost always helpful:. One advantage of these strategies is that you can repeat parts of the activity as many times as necessary in order to analyze what's happening and to understand what went right or wrong in those particular instances.
The logistics -- the nitty-gritty of arranging everything so that the training can take place -- may not be the most exciting part of a training, but it's absolutely crucial. How well you take care of the details may have a lot to do with the success of your training program, so you have to start thinking about them early. For most organizations, the important issues will be location, setup, and materials. Your organization's resources -- probably not huge -- will go a long way toward determining whether you can rent space or not.
Your organization's philosophy and style may help to determine whether you want to rent space or you would rather spend the money directly on the work you do. Time and the amount of space needed can also be determining factors.
If your staff development takes place during staff meeting time, for instance, then it's almost undoubtedly going to be in your workplace. If you're planning activities that involve a lot of physical movement, you'll need more space than you will just for chairs. In addition, you need to consider trainees' comfort. Does your space have enough light, natural or otherwise? Remember that fluorescent lights buzz, a noise that some people don't mind or don't hear, and that others can't stand.
Is there enough air circulation? Rooms without adequate ventilation put people to sleep. How's the temperature? If you're too hot or too cold, it's hard to concentrate. Food changes the dynamics of any situation, making it friendlier and more relaxed. Do you want to include food, and, if so, will the organization provide it, or will people share the cost or take turns? In general, creating an informal atmosphere is more conducive to discussion and to learning.
The best learning comes out of thrashing out ideas among people, and that kind of interchange is more likely in an informal environment. Such an arrangement also creates less of a distance between the facilitator and participants in a training session. The partnership encouraged by informality leads to more ownership of the training by participants and more effective learning.
Having materials ready when they're needed can be a big job. It may mean getting many pages copied; typing text into a website; making overheads, videos, or CD-ROMs as well as finding the hardware to display them ; creating Power Point presentations; assembling enough art materials for everyone to use; etc.. It may even mean putting together or writing a training manual, which might include some of these materials.
The planning you've done becomes crucial here. The more lead time the coordinator has to get materials ready, the more likely they are to be there when they're required, and the more flexible the training program, as a whole, will be able to be. Publicity may or may not be a fourth issue here. It depends on the size of your organization if you have a staff of 20 or fewer, informing everyone of a training opportunity isn't difficult, although you still have to do it , and, probably more importantly, on whether the training will be open to other organizations or to the public.
If you're advertising it publicly, you'll need to follow some general rules for getting your message out:. Like all your work, your training program should be dynamic, constantly changing to improve its effectiveness and meet the evolving needs of the organization. The way you assure this dynamism is through regular, careful examination and evaluation of what you're doing and how you do it.
Feedback from staff members, both on individual sessions and on the training program as a whole. Obtaining honest feedback could be difficult if the level of trust in the organization isn't high.
Lack of trust is another problem, but not for this section. Both group discussions and individual conversations are the best ways to get real information. They allow for give and take, and give people a chance to polish their thoughts as they hear those of others.
You can also ask people to fill out a survey anonymous or not. This may be somewhat less revealing, but it may also give you accurate feedback on how helpful and interesting your training is. Please see Tool 1 for a sample survey on training. The important questions are whether staff members feel that the training program, in general, was useful, and how it can be improved. Can they point to specific training that has had a practical effect? Do they use any of the ideas or techniques they learned or were exposed to?
Are they more open to innovation in their work than before? Has training improved their confidence or their feeling of competency? Does the training feel supportive? Would they consider the time spent on it a valuable part of their jobs? What areas of concern weren't covered? What would they like to see added or dumped in the future? Observation and supervision of staff members in job situations.
How easily did new staff members adapt to the techniques, ideas, and attitudes presented in initial training? Is there improvement, or a drive toward improvement, in the work of veteran staff? Have any of the ideas proposed in training been adopted in practice, and how well are they working? Do supervisors see differences in people 's attitudes, methods, or competency? Do staff members discuss training issues with supervisors and with one another?
The goal of both initial and ongoing training is to help staff members become more effective at what they do.
For various organizations, that may mean being more creative or more innovative, serving more people, having more success with current participants, involving more people from the community, or having greater political impact.
Whatever your goals for staff effectiveness, you'll be many steps closer to reaching them if you have a well-planned and well-executed training program. A good staff training program is just that -- a program, with a structure and logic to it that make sense for your organization.
It should continue throughout the life of the organization and include initial training for new staff, staff development ongoing training for all staff , and professional development the opportunity to gain new knowledge or skills, or to move to the next level of expertise. Creating such a program involves planning that includes the people to be trained, and looks at both what kind of shape the training program should take and what areas it should cover. The development of a training program also requires thinking about methods how the training will be presented , logistics where and when training will be held, what's necessary to make it all go well, etc.
Developing a training program that meets the needs of both staff members and the organization, and keeps the organization growing and changing for the better, is a big job.
But, the benefits to be gained will far outweigh the effort. Difference Is Not Deficiency Research on differences in cognitive style suggests minority students could contribute far more than they do now if given the chance. Links for educational staff development. Staff development in schools from the perspective of the Kansas Department of Education. A synopsis of learning and teaching styles by Dr.
It includes a self-graded learning style assessment with explanation. LdPride Information and links on learning styles and multiple intelligences. Professional Learning Association , the national staff development professional organization for K education. Excerpts from the Integrated Staff and Program Development Handbook, a staff development model for adult literacy education in Massachusetts.
About Change, vol. An article on the connection between staff development and change from the website of the Southwest Educational Development Laboratory.
Staff Development , by Jocelyn A. Close-up 12 in the School Improvement Research Series. From Northwest Regional Educational Laboratory.
Skip to main content. Toggle navigation Navigation. Chapter In a smaller organization, there will likely not be a dedicated Learning and Development professional. Rather, the leader of the training effort will be someone within HR. But depending on the situation — and the importance of training — there may be someone else who will take the role. This may even be the CEO. A successful training program needs the involvement of the executives.
It's imperative to create a culture of learning where learning is normalized in the workplace and stakeholders are empowering constant growth. A nice benefit of online training platforms is that you can get metrics on usage.
Although, this does not mean you should use this as a weapon to force the learning. This is usually counterproductive. For training to be successful, the real focus should be on whether employees are preforming better at their jobs, and attendance shouldn't be used as a metric to shame employees into learning.
At the end of the day, by making learning personalized and relevant, business leaders can foster employees that are better at their jobs and more engaged as a result.
Tom Taulli ttaulli is an advisor to various startups. This is a BETA experience.
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