Professional Documents
Culture Documents
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We have a method of identifying employees who have career development needs and a plan in place for meeting those needs.
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We follow up on training to ensure that objectives were met and to eliminate/reduce any remaining skill/behavior gaps.
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Training Basics
Reasons for Employee Training and Development Teaching Technical Functions Teaching Supervisory Functions Outlining Behavioral Expectations and Consequences Building Teams Indoctrinating New Staff Promoting Change Rewarding Past Performance Reducing Skill Gaps
Typical Training Blunders Distributing company policies in lieu of formal training. Relying on training that was delivered three or four years ago. Having a noninstructor deliver the training. Using a video or web-only solution. Lack of follow through. Lack of planned training. Misdiagnosis of issue. Lack of management participation.
Why We Dont Train Not Enough Time No Buy-In from Upper Management Not Enough Money Cant Measure the Results Dont Know How to Assess Needs
Benefits of Effective Training Increased Employee Motivation, Satisfaction, and Morale Increased Efficiency Reduction in Employee Turnover Increased Innovation in Strategies and Products Risk Management (e.g., Training About Sexual Harassment, Diversity Training, etc.)
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During Training Even with effective pre-training planning, if the training itself lacks certain key components, it is highly unlikely that the desired objectives will be achieved. 1. Does the instructor fully understand the business problem and desired results? 2. Is the instructor a member of senior management or an experienced outside source?
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Post Training 1. Do the course evaluations reflect that learning objectives were met? 2. Do post-tests indicate that concepts were learned? 3. Are the desired skills/behaviors being exhibited and recognized on the job? 4. What gaps in performance still exist. Why?
Possible Reasons for Performance Gaps The reason for training was not properly identified and/or communicated. Training tried to be all things to all people. The needs of the participants were not met during the training. The training was impractical and examples unrealistic or unrelated. The supervisor was not involved before, during, or after the training.
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To calculate potential savings, it is important to set post-training goals. The following model illustrates one way to quantify training savings. Current Level of Performance 100 Customers 30% Turnover per Week $100 Average Customer Ticket 100 x 30% x $100 = $3,000 Lost Income Per Week Total Revenue Lost Per Year = $156,000
Change That Training Could Produce Goal: Reduce Customer Turnover by One Third 100 Customers 20% Turnover per Week $100 Average Customer Ticket 100 x 20% x $100 = $2,000 Lost Income Per Week Total Revenue Lost Per Year = $104,000
Potential Savings Pre-Training Total Revenue Lost Per Year = $156,000 Post-Training Total Revenue Lost Per Year = $104,000 Cost Savings = $48,000
Understanding the Benefits of Training 2002 Business Training Works, Inc. 6 www.businesstrainingworks.com
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2. Supervisors and managers know how to give constructive feedback and do it regularly with their staff. Strongly Agree Disagree Agree Strongly Disagree
3. Our hiring decisions are usually good and new employees successful at their jobs. Strongly Agree Disagree Agree Strongly Disagree
4. Our supervisors and managers follow a standard hiring procedure. They know what questions they legally can and cannot ask. Strongly Agree Disagree Agree Strongly Disagree
5. Our meetings are run efficiently and waste little time. Strongly Agree Disagree Agree Strongly Disagree
6. Our organization works well together. There is little conflict between departments. Strongly Agree Disagree Agree Strongly Disagree
7. Employees know what is expected of them and receive regular feedback regarding their performance. Strongly Agree Disagree Agree Strongly Disagree
8. Our organizations projects are usually completed on time and within the budget. Strongly Agree Disagree Agree Strongly Disagree
9. Our top performers stay with our organization and rarely leave to pursue other opportunities. Strongly Agree Disagree Agree Strongly Disagree
10. Employees who leave us rarely state poor management as their primary reason for going. Strongly Agree Disagree Agree Strongly Disagree
11. Employees are empowered to solve problems on their own without checking every detail with their managers. Strongly Agree Disagree Agree Strongly Disagree
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13. Sexual harassment prevention is part of our regular training. Strongly Agree Disagree Agree Strongly Disagree
14. Our organization has a comprehensive training plan in place. Strongly Agree Disagree Agree Strongly Disagree
15. Our organization could benefit from an in-depth needs assessment. Strongly Agree Disagree Agree Strongly Disagree
Ideally, an organization answers strongly agree to each question. Onsite training can improve discrepancies.
For additional information about the benefits of onsite training, contact Business Training Works, Inc. or visit www.businesstrainingworks.com.
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