This 1-day seminar introduces the reality that an organization has no option regarding training. A person occupying a position in an organization must be trained to do the required job, then trained continuously in an attempt to do the job faster, better and cheaper. Training, therefore, is a vital component of performance.
Training is not education. It must meet the performance requirements of the trainees. Training’s purpose is not only to acquire skills, but the utilization of those skills on the job. Line management is in charge of employee performance. Since they also control the work environment, management must be accountable for the training of their workers.
A key issue in this seminar is the relating of all training activities to organizational goals and objectives. Training must be an integral part of the organization’s “mission.” It must translate the abstract words of a “mission statement” into skills necessary to achieve the mission.
Finally, the seminar provides a practical and realistic approach for line managers to identify “operating needs” and connect them with skills and other resources needed to achieve the stated goals. To ensure not only a successful training session but successful on the job implementation of skills, managers are given instruction in what to do before, during and after employee training.
Operating managers need to learn how to make the connection between performance and training in order to obtain, maintain and improve upon the stated “mission.” Otherwise, training becomes a wasted effort with questionable results.
Participants will gain the ability to be able to:
This workshop is intended for line managers, operation managers, supervisors, team leaders and anyone wishing to learn the specific training functions and activities for which you are directly accountable.
This course has no prerequisite.
You will receive a course binder containing a copy of the presentation slides.
This seminar at first makes a distinction between training and education and then focuses on how to get results from the training of subordinates.
Through a series of discussion questions, it provides to the participants that training is part of performance and, therefore, it is the accountability of managers and supervisors to get results from the training of subordinates — it is not the responsibility of the training department or the instructor to make sure that the skills learned will be used on the job.
The seminar presents a practical approach for the participants to identify the training needs of the people and help the trainers in the design of an effective program, which will produce results rather than just EDUCATE the participants. If the participants are not already EDUCATED, they cannot be readily trained — they would need remedial programs before entering a training program.
Two important points complete this seminar. One is an analytical approach to operating issues to discern who requires the training needed to resolve the issue and whether in fact, training can resolve the issue at all. The second is a tested and verified technique to get on-the-job results from training. In other words, how to obtain a $33 return for every $1 invested in training.