Training as Strategic and Competitive Advantage

Training Challenges

• Getting organizations to believe training is important and that continuous learning is essential to gain competitive advantage in the marketplace– Global challenge

– Quality challenge

– Societal/Cultural challenge

– Technological challenge

• Developing competent training professionals

The Role of Training

• Most organizations spend very little on training, some less than 1% of payroll

• “Hot” training issues in 2004 are – Cultural Diversity

– Ethics

– Talent Acquisition and Retention

– Sales

– Leadership and Coaching

– Technology

STRATEGIC TRAINING

• What business are we in (Mission/Goals)?– Competencies and skills needed for managers,

employees, and executives• What can we do to reduce costs?

– Cross-training and upgrading of skill base; training in quality, communication, and time management

• How can we achieve market growth?– Development of innovation and creativity, as well

as developing diversity in thinking and relating

Training Process

– Identify organizational problem areas or competency needs

– Analyze causes or business strategy directions to indicate training solution(s)--Ability vs. Motivation!

– Design training objectives (i.e., outcomes) and method of delivery to facilitate learning and transfer back to job

– Implement training (pilot first)

– Evaluate training based on objectives

Let’s Practice!

• What would be the training differences and similarities between– An organization like Procter and Gamble

and one like BioGenTech?– A restaurant like McDonald’s and one like

Navy Bistro?– A sales person’s job and a nurse’s job?

TRAINING TOPICS• Workplace Diversity• Sexual Harassment • Dealing with HIV/AIDS in the

Workplace • Performance Appraisal • Employee Involvement • Teambuilding • Interviewing Skills • Discipline and Termination Do's

and Don'ts • Workplace Violence • Legal Update of HR Issues for

Managers • Managed Health Care Issues • Starting an ESOP

• Work-Family Conflict • Stress Management • Management/Leadership

Development Issues • Domestic Partner Benefit

Plans • “Train the Trainer" Topics • Rewarding and Motivating

Employees • Improving Absenteeism

and Turnover • Human Resource Auditing

HOW DO PEOPLE LEARN?

Bloom’s Taxonomy

Social learning

• Learn by observation of credible others (attention)

• Perception of self-efficacy to learn (ability)

• Positive consequences for desirable behavior, and negative consequences for undesirable behavior (motivation)

Andragogy vs Pedagogy

• Need to understand why they are learning something

• Need to be self-directed

• Work/Life-related experiences

• Problem-centered approach

• Passive recipients of knowledge

• Teacher-directed learning

• Few related life or work experiences

• Memory-centered approach

COMPREHENDING INFORMATION

• Two methods to comprehend info• GLOBAL thinkers like to get the big

picture first, then more on to more specific ideas (GIANT LEAPS)

• LINEAR thinkers need all the details in order (ONE STEP AT A TIME)

• WHOLE-BRAINED Training helps people learn and retain skills/knowledge

Let’s Find Out What Kind of a Learner YOU Are!

• Auditory

• Visual

• Kinesthetic

VISUAL LEARNERS• Linguistic learners like to learn through written

language; Spatial learners like to see charts, graphs, videos, demonstrations

• Include outlines and handouts for reading and taking notes, during and after session

• Invite them to use flip charts for exercises• Emphasize key points to cue when to take notes• Eliminate potential distractions

AUDITORY LEARNERS• Talk to themselves a lot• Have difficulty with reading and writing tasks• Use Socratic method of teaching• Include auditory activities ( like Brainstorming,

Jeopardy, etc.)• “Tell them what they are going to learn, train

them, and then tell them what they’ve learned”

KINESTHETIC LEARNERS• Lose concentration with no movement or

external stimulation• Use highlighters and colored markers to

emphasize points• Help guide learners through visualization• Play music during activities• Give frequent stretch breaks• Use a lot of activities and exercises

WHAT TRAINING METHODS ARE APPROPRIATE?

Decision Points to Ponder• Group Size

– Small groups (15 or fewer)– Mid-sized groups (16-35)– Large groups (35+)

• Subject Matter– Simulate “real world” as much as possible– Complex issues vs. Simple issues

• Availability of Resources (time & space)• Background of the Participants

Answering Questions• Ask for questions about every 15 minutes• Don’t interrupt questioner, brush off question, or

say “we’ll cover that later”• Watch for puzzled looks• Don’t ask questions in a discouraging way

– “I know these are very simple concepts, but does anyone have any questions?”

• Be patient, quiet, and wait for learners to formulate questions…they will!

Asking Questions• Ask learners questions that are open ended and

require more than “yes” or “no” answers• Ask learners questions that “check” whether they

got the major points of the session (e.g., Muddiest Point)

• Ask questions that cause the learners to voice their opinions, experiences, and views to stimulate discussion (particularly good for training concepts)

• Don’t insult learners’ intelligence!

Lessons Learned…..

• The strategic use of training focuses on the KSAs that will be needed by the organization in the future

• Training should be adapted as much as possible to the learning style(s) of the participants, as well as the subject matter to be learned

• Certain aspects of training (Q&A) should be practiced to make full use of them