Dear All,
I’m new to the forum and I would really appreciate if you can provide me additional insights and information regarding the Training and Development function. :)
I’m currently working for an Architecture company which has been in existence for 9 years and it is only now that we are starting to reorganize and formalize the HR procedures. I am an Accountant by profession. Since I often get positions in Payroll Accounting, I had the opportunity to communicate with people at all levels of the organization because payroll section mostly deals with compensation and benefits. Part of my work is also the responsibility of doing the last interview, the final stage of recruitment, since it involves the salary negotiation.
Now that we are reorganizing, I was offered to handle the Training and Development function. I accepted the offer because this would be a new challenge for me. My superiors are aware of the fact that I have no formal experience in this function and they assured me that they will support me to set-up the training section . The only formal presentation I have done is the orientation to newly hired employees regarding company policies and procedures.
I’ve read somewhere in this site that there are no formal education for the training and development function but the fact is, this is acquired thru experience. I’ve been researching thru the internet for materials and also in bookstores. I have also tried attending training seminars. I have tried to contact training organizations for the possibility of conducting an in-house training as a kick-off in launching this section in our company but they’re just very expensive. My problem is how to go about this function, where do I start? I would really appreciate your viewpoints. Thanks so much guys.
I’m new to the forum and I would really appreciate if you can provide me additional insights and information regarding the Training and Development function. :)
I’m currently working for an Architecture company which has been in existence for 9 years and it is only now that we are starting to reorganize and formalize the HR procedures. I am an Accountant by profession. Since I often get positions in Payroll Accounting, I had the opportunity to communicate with people at all levels of the organization because payroll section mostly deals with compensation and benefits. Part of my work is also the responsibility of doing the last interview, the final stage of recruitment, since it involves the salary negotiation.
Now that we are reorganizing, I was offered to handle the Training and Development function. I accepted the offer because this would be a new challenge for me. My superiors are aware of the fact that I have no formal experience in this function and they assured me that they will support me to set-up the training section . The only formal presentation I have done is the orientation to newly hired employees regarding company policies and procedures.
I’ve read somewhere in this site that there are no formal education for the training and development function but the fact is, this is acquired thru experience. I’ve been researching thru the internet for materials and also in bookstores. I have also tried attending training seminars. I have tried to contact training organizations for the possibility of conducting an in-house training as a kick-off in launching this section in our company but they’re just very expensive. My problem is how to go about this function, where do I start? I would really appreciate your viewpoints. Thanks so much guys.
Hi Thelma,
Welcome to citehr.com!!
Great as you had handled diverse functions..
Am sure your bosses have seen the talent in you and must be meeting the basic competencies for being a Trainer.
First you have to identify the training needs of the company which am sure it must have been done.
I agree the outside agencies can be pretty expensive for in-house trainings programes.
We suggest the following ideas :-
1. Take some topics - Communication skills - read up the material & articles from Net & books and master the subject.
2. Make a small module for presentation- take the feedback for areas for improvements.
3.Identify the talents in your organization to train others on the subjects of their expertise or interests.
4. Training companies - are expensive - then look for freelancers who would be reasonable or retired professionals who say a thing a two on their areas.
Lastly i would say - that you have to create a passion in yourself for training others..it would work!!
Would like to share this article on Planning Effective Training Sessions.
Hope this helps..
Cheerio
Rajat Joshi
How To Plan Effective Training Sessions
By Michael Roberts
The goal for any trainer is to present effective training. This is especially true in a newsroom where time is short and newsroom people are quickly turned off by ineffective training.
Adult learning theory makes two points over and over about effective training design. The material should be practical and the training should be active.
Education professor Malcolm Knowles says it is essential to recognize that adult learners are different from students. Adults are more self-directed and expect to take responsibility for decisions. The familiar information dump, classroom lecture format will not work with adults. According to Knowles, effective training designs for adults must take into account:
• Adults need to know why they need to learn something.
• Adults need to learn experientially.
• Adults approach learning as problem solving.
• Adults learn best when the topic is of immediate value.
As part of his "Conditions of Learning" theory, psychologist Robert Gagne developed a sequence of nine "instructional events" that he found provide effective adult learning. Gagne's outline is a good starting point for designing effective newsroom training. The nine steps are:
1. Gain attention
2. Identify objective
3. Recall prior learning
4. Present stimulus
5. Guide learning
6. Elicit performance
7. Provide feedback
8. Assess performance
9. Enhance retention/transfer
Sample program
Here is how Gagne's nine-step model might be applied in a program on anecdotal leads:
1)Gain attention: Share examples of a good and a bad anecdotal lead.
2)Identify objective: How to write good anecdotal leads.
3)Recall prior learning: Ask participants to list other types of leads, their strengths and uses, and reasons to use an anecdotal lead.
4)Present stimulus: The how-to lecturette: List the four elements of a good anecdotal lead.
5)Guide learning: Evaluate examples of weak anecdotal leads using the how-to material.
6)Elicit performance: Ask participants to evaluate and rewrite weak anecdotal leads with the how-to material. (Alternative: Present raw material for another story and ask participants to construct an anecdotal lead.)
7)Provide feedback: Share and discuss their anecdotal leads.
8)Assess performance: Identify successful examples.
9)Enhance retention/transfer: Ask participants to share potential anecdotal leads from stories they are now working on.
Timing
When planning such a program, block out times for each of the nine sections with an eye toward limiting lecture and facilitating self-directed learning. Below is how the anecdotal lead program might look in a 60-minute outline.
(10 min.)
1. Gain attention: Share examples of a good and a bad anecdotal lead.
2. Identify objective: How to write good anecdotal leads.
3. Recall prior learning: Ask participants to list other types of leads, their each strengths and uses, and reasons to use an anecdotal lead.
(15 min.)
4. Present stimulus: The how-to lecturette. List and explain the four elements of a good anecdotal lead.
5. Guide learning: Evaluate examples of weak anecdotal leads using the how-to material.
(25 min.)
6. Elicit performance: Ask participants to evaluate and rewrite weak anecdotal leads using the how-to material. (Alternative: Present raw material for another story and ask participants to construct an anecdotal lead.)
7. Provide feedback: Share and discuss their anecdotal leads.
8. Assess performance: Identify successful examples.
(10 min.)
9. Enhance retention/transfer: Ask participants to share potential anecdotal leads for stories they are now working on.
Note lecture time is short. More time is spent on applying the how-to material to solve problems. Active training plays to adults' learning preferences by providing time to practice new skills and learn by doing. This increases the likelihood new skills will be learned and applied on the job - the test for effective training.
In a program outline, a long lecture segment is a warning the program is trying to cover too much material. When a program tries to cover too much material, and does not allow time for practice, it will be ineffective.
This is by no means the only way to design a newsroom training program. But Gagne's model does provide a basic outline that can be applied to many newsroom topics. When you develop your own training designs, Gagne's model is still a good reminder of the basic ingredients for effective training.
From India, Pune
101Welcome to citehr.com!!
Great as you had handled diverse functions..
Am sure your bosses have seen the talent in you and must be meeting the basic competencies for being a Trainer.
First you have to identify the training needs of the company which am sure it must have been done.
I agree the outside agencies can be pretty expensive for in-house trainings programes.
We suggest the following ideas :-
1. Take some topics - Communication skills - read up the material & articles from Net & books and master the subject.
2. Make a small module for presentation- take the feedback for areas for improvements.
3.Identify the talents in your organization to train others on the subjects of their expertise or interests.
4. Training companies - are expensive - then look for freelancers who would be reasonable or retired professionals who say a thing a two on their areas.
Lastly i would say - that you have to create a passion in yourself for training others..it would work!!
Would like to share this article on Planning Effective Training Sessions.
Hope this helps..
Cheerio
Rajat Joshi
How To Plan Effective Training Sessions
By Michael Roberts
The goal for any trainer is to present effective training. This is especially true in a newsroom where time is short and newsroom people are quickly turned off by ineffective training.
Adult learning theory makes two points over and over about effective training design. The material should be practical and the training should be active.
Education professor Malcolm Knowles says it is essential to recognize that adult learners are different from students. Adults are more self-directed and expect to take responsibility for decisions. The familiar information dump, classroom lecture format will not work with adults. According to Knowles, effective training designs for adults must take into account:
• Adults need to know why they need to learn something.
• Adults need to learn experientially.
• Adults approach learning as problem solving.
• Adults learn best when the topic is of immediate value.
As part of his "Conditions of Learning" theory, psychologist Robert Gagne developed a sequence of nine "instructional events" that he found provide effective adult learning. Gagne's outline is a good starting point for designing effective newsroom training. The nine steps are:
1. Gain attention
2. Identify objective
3. Recall prior learning
4. Present stimulus
5. Guide learning
6. Elicit performance
7. Provide feedback
8. Assess performance
9. Enhance retention/transfer
Sample program
Here is how Gagne's nine-step model might be applied in a program on anecdotal leads:
1)Gain attention: Share examples of a good and a bad anecdotal lead.
2)Identify objective: How to write good anecdotal leads.
3)Recall prior learning: Ask participants to list other types of leads, their strengths and uses, and reasons to use an anecdotal lead.
4)Present stimulus: The how-to lecturette: List the four elements of a good anecdotal lead.
5)Guide learning: Evaluate examples of weak anecdotal leads using the how-to material.
6)Elicit performance: Ask participants to evaluate and rewrite weak anecdotal leads with the how-to material. (Alternative: Present raw material for another story and ask participants to construct an anecdotal lead.)
7)Provide feedback: Share and discuss their anecdotal leads.
8)Assess performance: Identify successful examples.
9)Enhance retention/transfer: Ask participants to share potential anecdotal leads from stories they are now working on.
Timing
When planning such a program, block out times for each of the nine sections with an eye toward limiting lecture and facilitating self-directed learning. Below is how the anecdotal lead program might look in a 60-minute outline.
(10 min.)
1. Gain attention: Share examples of a good and a bad anecdotal lead.
2. Identify objective: How to write good anecdotal leads.
3. Recall prior learning: Ask participants to list other types of leads, their each strengths and uses, and reasons to use an anecdotal lead.
(15 min.)
4. Present stimulus: The how-to lecturette. List and explain the four elements of a good anecdotal lead.
5. Guide learning: Evaluate examples of weak anecdotal leads using the how-to material.
(25 min.)
6. Elicit performance: Ask participants to evaluate and rewrite weak anecdotal leads using the how-to material. (Alternative: Present raw material for another story and ask participants to construct an anecdotal lead.)
7. Provide feedback: Share and discuss their anecdotal leads.
8. Assess performance: Identify successful examples.
(10 min.)
9. Enhance retention/transfer: Ask participants to share potential anecdotal leads for stories they are now working on.
Note lecture time is short. More time is spent on applying the how-to material to solve problems. Active training plays to adults' learning preferences by providing time to practice new skills and learn by doing. This increases the likelihood new skills will be learned and applied on the job - the test for effective training.
In a program outline, a long lecture segment is a warning the program is trying to cover too much material. When a program tries to cover too much material, and does not allow time for practice, it will be ineffective.
This is by no means the only way to design a newsroom training program. But Gagne's model does provide a basic outline that can be applied to many newsroom topics. When you develop your own training designs, Gagne's model is still a good reminder of the basic ingredients for effective training.
From India, Pune
hi Thelma ...
I am attaching a document related to training. Hope you find it useful. Could not track its source (found it on my PC ... source forgotten ;-)
In case you find any difficulty in downloading write to me at
All the Best for the NEW Challenge you have taken up.
From Switzerland, Geneva
I am attaching a document related to training. Hope you find it useful. Could not track its source (found it on my PC ... source forgotten ;-)
In case you find any difficulty in downloading write to me at
All the Best for the NEW Challenge you have taken up.
From Switzerland, Geneva
Hi Rajat Joshi, Sorry for the late reply. Thank you very much for the information. I’m sure this will be of help to my future presentations. :D Regards, Thelma
Dear Thelma ...
Thanks for the Thanks. You are most welcome.
The very premise on which the whole concept of CiteHR is built is KNOWLEDGE SHARING.
An example of increasing your own knowledge by simply sharing it with others.
Do keep visiting the forum and keep contributing your knowledge adn wisdom.
:)
From Switzerland, Geneva
Thanks for the Thanks. You are most welcome.
The very premise on which the whole concept of CiteHR is built is KNOWLEDGE SHARING.
An example of increasing your own knowledge by simply sharing it with others.
Do keep visiting the forum and keep contributing your knowledge adn wisdom.
:)
From Switzerland, Geneva
Hi!
Found this article at restaurantworskshop.com....maybe it'll help you....
Employee Training
Hire - Train - Motivate - Retain
Sounds simple. It's not. Just the interviewing process in itself is an art. Do you truly look for the right personality? Remember, you can teach someone how to cook, serve or clean, but you cannot teach them how to be warm and personable.
The training process should not be taken lightly. You should have a well-formatted program in place for each department.
There are establishments who will hire food or cocktail servers, hand them a menu, tell them to memorize it, give them a day by the POS and put them on the floor. Training this is not. Your employees are one of your largest liabilities and also your greatest assets. To clarify, payroll is a very large expense for any property. As well as workers compensation insurance, unemployment claims and loss of customers due to poor food handling practices, which could be devastating to your business.
On the other hand, a well-trained and certified employee generates a safe and profitable environment. There is great competition in our industry. And if you look at the most successful operations, they have a well thought out and well established training program in place. It is one of their top priorities in operations. If an employee is not trained properly on their responsibilities, how can they be expected to perform.
The following will not write your training program for you. It will however, point out areas that should be taken into consideration.
Should you need further assistance in developing effective training programs or manuals, please feel free to contact us.
Training
There are several areas to consider in training:
What will their responsibilities be?
How can I train them in these areas?
How will I measure their rate of retention?
How will I rate them on their performance?
How will I motivate them to maintain my high standards?
In writing an effective training manual, take everything into consideration. What you do, who you are, what are your values, your mission statement, your history and what your goals are. Bring your employees into the loop. Let them know who they are working with. Help them to understand how important it is to comprehend and retain what you are about to teach them.
Helping them to understand their responsibilities should tie into what others responsibilities are. This will give them a complete understanding of how the operation works as a whole and how their performance affects others.
One of the best methods for training is to let them "do". Before they have earned that right of passage, they should first have a period of study time. Let them review the menu, recipes, serving methods, bussing techniques. Test them on the results. Be it an open or closed book test, your goal at this point is to find out how much they know, or where to find the answers.
Once this level is passed successfully, team them up with your trainer. Let them observe. Observation is a very important step in the training process. Make sure that your trainer is personable and has the "want" and "patience" to train. To team them with someone who truly does not want the responsibility is very counter-productive. At the end of the observation period they should be tested again to see what they have learned.
If passed successfully move them to the next step, "do". This step must be preformed under close supervision of their trainer. At the end of each day allow the trainer and trainee to sit down to review the day. Delegated the responsibility to the trainer whether or not the new employee continues or needs to go back to the necessary steps for review.
When they pass move to the next step. Let them handle small projects. Example: easy recipes, small stations or only a few guests at the bar. What ever their new position holds, start them slowly and monitor their performance.
At the end of this period, you or your trainer should sit down with the employee and review.
Once you have determined that this employee will fit your needs you should have them trained and certified in proper food sanitation techniques. In many parts of the country this is becoming law. Restaurant Workshop can assist you in this area. Simply click here to certify them.
There are many ways to motivate your employees. One way that is strongly recommended is that you review your employees regularly. Performance reviews will motivate your staff if done correctly.
First - You would want to start with your best employees and work your way down to your weakest link. Don't be fooled, they will discuss the review with their fellow employees. By reviewing your best first, will motivate others.
Second - When the review process begins let your employee have a copy of their view form at least a week in advance. Let them fill it out and then bring it to the review. This way you can compare what your findings are and how they view themselves. If during the review you cannot agree on an issue, try to take the side of the employee, unless it is a serious violation.
Third - Encourage feedback, open the lines of communication. Do not have a one sided review. Listen.
Fourth - Be specific in identifying developmental goals. Be very specific in any negative remarks, never be general in this area. Give examples and dates.
Fifth - Reach an agreement to any change or development plan.
Sixth - Reward those who have performed well. Failure to do so is counter productive.
Seventh - Summarize. Clarify areas if needed.
Eighth - End on a positive. Remember the review is also a motivational tool.
Ninth - Listen throughout the review process. One of the worst mistakes is to have a one sided review.
__________________________________________________ ___________
From India, Madras
Found this article at restaurantworskshop.com....maybe it'll help you....
Employee Training
Hire - Train - Motivate - Retain
Sounds simple. It's not. Just the interviewing process in itself is an art. Do you truly look for the right personality? Remember, you can teach someone how to cook, serve or clean, but you cannot teach them how to be warm and personable.
The training process should not be taken lightly. You should have a well-formatted program in place for each department.
There are establishments who will hire food or cocktail servers, hand them a menu, tell them to memorize it, give them a day by the POS and put them on the floor. Training this is not. Your employees are one of your largest liabilities and also your greatest assets. To clarify, payroll is a very large expense for any property. As well as workers compensation insurance, unemployment claims and loss of customers due to poor food handling practices, which could be devastating to your business.
On the other hand, a well-trained and certified employee generates a safe and profitable environment. There is great competition in our industry. And if you look at the most successful operations, they have a well thought out and well established training program in place. It is one of their top priorities in operations. If an employee is not trained properly on their responsibilities, how can they be expected to perform.
The following will not write your training program for you. It will however, point out areas that should be taken into consideration.
Should you need further assistance in developing effective training programs or manuals, please feel free to contact us.
Training
There are several areas to consider in training:
What will their responsibilities be?
How can I train them in these areas?
How will I measure their rate of retention?
How will I rate them on their performance?
How will I motivate them to maintain my high standards?
In writing an effective training manual, take everything into consideration. What you do, who you are, what are your values, your mission statement, your history and what your goals are. Bring your employees into the loop. Let them know who they are working with. Help them to understand how important it is to comprehend and retain what you are about to teach them.
Helping them to understand their responsibilities should tie into what others responsibilities are. This will give them a complete understanding of how the operation works as a whole and how their performance affects others.
One of the best methods for training is to let them "do". Before they have earned that right of passage, they should first have a period of study time. Let them review the menu, recipes, serving methods, bussing techniques. Test them on the results. Be it an open or closed book test, your goal at this point is to find out how much they know, or where to find the answers.
Once this level is passed successfully, team them up with your trainer. Let them observe. Observation is a very important step in the training process. Make sure that your trainer is personable and has the "want" and "patience" to train. To team them with someone who truly does not want the responsibility is very counter-productive. At the end of the observation period they should be tested again to see what they have learned.
If passed successfully move them to the next step, "do". This step must be preformed under close supervision of their trainer. At the end of each day allow the trainer and trainee to sit down to review the day. Delegated the responsibility to the trainer whether or not the new employee continues or needs to go back to the necessary steps for review.
When they pass move to the next step. Let them handle small projects. Example: easy recipes, small stations or only a few guests at the bar. What ever their new position holds, start them slowly and monitor their performance.
At the end of this period, you or your trainer should sit down with the employee and review.
Once you have determined that this employee will fit your needs you should have them trained and certified in proper food sanitation techniques. In many parts of the country this is becoming law. Restaurant Workshop can assist you in this area. Simply click here to certify them.
There are many ways to motivate your employees. One way that is strongly recommended is that you review your employees regularly. Performance reviews will motivate your staff if done correctly.
First - You would want to start with your best employees and work your way down to your weakest link. Don't be fooled, they will discuss the review with their fellow employees. By reviewing your best first, will motivate others.
Second - When the review process begins let your employee have a copy of their view form at least a week in advance. Let them fill it out and then bring it to the review. This way you can compare what your findings are and how they view themselves. If during the review you cannot agree on an issue, try to take the side of the employee, unless it is a serious violation.
Third - Encourage feedback, open the lines of communication. Do not have a one sided review. Listen.
Fourth - Be specific in identifying developmental goals. Be very specific in any negative remarks, never be general in this area. Give examples and dates.
Fifth - Reach an agreement to any change or development plan.
Sixth - Reward those who have performed well. Failure to do so is counter productive.
Seventh - Summarize. Clarify areas if needed.
Eighth - End on a positive. Remember the review is also a motivational tool.
Ninth - Listen throughout the review process. One of the worst mistakes is to have a one sided review.
__________________________________________________ ___________
From India, Madras
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