Training and Development Strategies

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					This document provides an overview of Training and Development Strategies. The
document outlines components of a training and development strategy, a strategic plan
for staff development, motivating factors to promote training and development
participation, implementation of the training, and post-training assessments. This
training and development strategy guide should be used by companies when
considering how to plan, develop and implement a training and development plan for its
employees.
Training & Development
Strategies
              2010
T r a i n i n g & D e ve lo p m e n t S t r a t e g ie s



Table of Contents
Introduction ......................................................................................... 1
  Components of a Training & Development Strategy ................................ 1
Staff Development Strategic Plan Overview ............................................. 2
  Training & Development Strategy Checklist ........................................... 2
  Key Points to Remember .................................................................... 3
Motivation for Participation .................................................................... 5
  Promote T & D Strategies and Opportunities ......................................... 5
Implementation .................................................................................... 5
  Training Products & Services ............................................................... 5
  Location of Training ........................................................................... 6
  Training Budget ................................................................................. 6
  Workforce Skill Sets ........................................................................... 6
  Project Management .......................................................................... 6
  Delegating Responsibilities .................................................................. 6
  Coaching & Mentoring Assistance ......................................................... 6
Existing Training Summary .................................................................... 7
Certificate of Completion ....................................................................... 7
Assessments ........................................................................................ 8
Training Recommendations .................................................................... 8
  Fair and Ethical Practices .................................................................... 9
Summary ............................................................................................ 9




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Introduction

M
             any executives choose to invest in new training, processes and applications that will
             help their company become more efficient, and that will help them to maintain a
             competitive edge. They feel the pain when employees don’t use the new applications
and/or when they fail to adhere to the new processes. Training & Development strategies have
to sustain the optimum usage of the workforce resources in the organization.

Staff training and development in an agency entails implementing processes in order to have
successful outcomes. Training and development strategies must align themselves to the
organization's strategy in order for them to actualize the company’s vision. The training strategy
is the system that determines the competencies that a company requires both presently and in the
future. It gives administrators the appropriate means to accomplish the desired end results. All
training and development strategies require a:

              vision
              focus
              direction
              plan of action

Compo nents of a Training & D evelopment Stra tegy
There are many important components that need to be included. You will need to put together a
detailed profile of the company’s:
          Action Plans
          Company Vision
          Competency Requirements
          Employee Training Needs
          Executive Coaching
          Leadership Development
          Objectives
          Skills Profiling
          Team Building
          Team Development
          Train-the Trainer Needs
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In addition, all of these profiles will need to be examined to ensure that they are fair and
equitable; suitable for a diverse workforce, in line with organizational values and business
process improvement processes, and that they encourage change management for the design and
structure of the company.

Staff Development Strategic Plan Overview
Identify the company’s training needs in terms of the organizational strategic plan, the HR
strategic plan, and the personnel development plans with a particular focus on developing
comprehensive interviews or focus groups:
           Identify any possible developmental gaps both:
             Currently
             In the future
           Establish departmental and company training objectives
           Develop a training action plan to ensure that these necessary systems are in place:
             Access to resources
             Source or design the training
             Determine how the training will be positioned, delivered and coordinated
           Routinely monitor the training
           Assess, verify and evaluate the training by obtaining feedback from participants
           When necessary, revise the training and/or the training plan

Training & Dev elopment Strategy Checklist
The following is a useful list of activities that must be looked at order to have training and
development stratagem that is integrated, aligned and comprehensive:

          Al i gn men t

 Does the T & D strategy align with the company’s mission statement and
  vision?
 Does the T & D strategy support the company’s H/R policies?
 Have prerequisites been established for future competency requirements?
          Focu s

   Does the company have a current T & D policy?
   Does the current T & D strategy include goals and objectives with clearly
    defined end results?
   Has the main theory for the strategy’s success been identified?
   Are the specific and measurable objectives aligned with the end results?
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 Are all required components ready and accessible to implement the strategy?
 Will the strategy be put together so as to encourage an atmosphere of learning?
         I n tegrati on

   Has the following been integrated into the performance management process?
        Development
        Planning
        Monitoring
   Has any thought been given to how staff with talent will be managed?
   Will mentoring be a component of the strategic process?
   Has career planning been considered and addressed?
   What contingencies are there for succession planning and for developing career
    paths?
 Have diversity and equity practices been incorporated into the strategic
    activities?

         Pro je ct Pl an

   Does the plan include a relevant needs assessment that is accurate?
   Does the plan include methods for communication with line managers?
   Does the plan respond to the basic who, what, when, how and why
    components?
   Are the specific and measurable objectives aligned with the end results?
   Does the plan provide for suitable training opportunities?
 Has ownership for the development and for the success been put into the minds
    of each and every member of the company’s workforce?

Key Points to Remember
     Prepare for the learning experience by doing
      research
     Understand       that    workforce      and
      organizational needs are the nucleus of any
      successful strategy
     Recognize that participation and acceptance
      from all members of the workforce is crucial
     Position the strategy to outline bottom line
      expectations and exceptional end results
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    Develop learning opportunities that are appropriate to the workforce
     skill sets
    Chart the progress made
    Advertise, encourage and reward the results




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Motivation for Participation
A T & D strategy that is developed but not implemented is a complete waste of time and effort.
To get the best results from a training strategy, all of the components, products and/or services
have to be promoted and marketed using any one or all of the following methods:

Promot e T & D Strategies and O pport unities
The most imaginative plan to introduce a new training & development strategy is pointless
unless you promote it to those who will be responsible for, or affected by, its introduction. The
individuals or groups may include:
   Board Members                                Colleagues
   Customers                                    External Organizations
   Line Managers & Supervisors                  Stockholders

It is important to make certain kinds of information available to these individuals or groups,
some of which includes:
   Why the strategy is necessary                The impact to internal customers
   The impact to external                       Their role in helping to attain a
    customers                                     successful outcome
   Training that will be needed                 The impact to external Organizations

Come up with a tag line or slogan that identifies the training, something that will make the
concept a reality. Use the slogan to dispel rumors and offer clarity about the expected outcomes.
Help those affected by the training and development strategy to understand how they stand to
benefit from the concept by explaining “what’s in it for them”.

Implementation
Determine what end users want and need in order to have a successful outcome. Make sure the
training that is offered will meet the needs of those responsible for implementing the full
spectrum of the strategy.

Training Products & S ervices
Make sure the training is cutting edge and focused on present and future strategies. Make
provisions to seamlessly transfer the training from the classroom, to the hands on application. To
ensure a satisfactory conformity with quality standards, have a support network in place.
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Location of Training
Make a decision about the best configuration for the training, including the location,
accessibility, and workforce distribution. Other things to consider include whether it should be:
   On the job                                   In a classroom
   Distance learning                            Web-based learning
   Virtual learning

Training Budget
Accurately cost the budget in order to better assess the value received from the training. All too
often, the success of a company’s training is based on the number of training sessions that were
given, along with the number of bodies that filled the seats. This method gives an inadequate
representation of the value of training & development funds.

Workforce S kill Sets
The training and development plan must focus on improving the performance of the workforce
by ensuring that skill sets exist throughout the workforce. Those skill sets must address the
future competencies and be in line with the company’s strategy. Evaluating the workforce’s
skills may reveal staff members that are underutilized. It can also reveal hidden aptitudes for
another area of the business.

Project Mana gement
Define roles and responsibilities and put the training and development strategic plan into action.
Routinely monitor the plan, making appropriate adjustments whenever it becomes necessary.
Convey any and all procedural changes to appropriate workforce personnel to ensure a consistent
application of the most current policies, procedures, and processes.

Delegating Responsibilities
T & D strategies must have clearly-defined workforce responsibilities so that there is no
confusion. Delegating roles and responsibilities will streamline conflict management and will
ensure a smoother process flow for implementation. The company workforce should be made
aware of who is authorized to make decisions or to take action in certain areas. This should be an
integral part of their training.

Coachi ng & Mentoring Assista nce
The staff members who are responsible for coordinating the implementation of the training and
development strategy have to be able to identify the members of the workforce who are having a
hard time understanding or implementing new strategies. These obstacles may result from:
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          Inadequate training
          Lack of motivation or incentive
          A need for on-going support
          A misunderstanding of what is expected from them
          Procedural changes that they were not made aware of
To coach or mentor a colleague or subordinate through their learning difficulty, first get to the
reason why they are not able to comprehend the new strategy. There may be grounds that are not
immediately evident or that are beyond their control. Using coaching and mentoring techniques,
empower them to improve on those inadequacies. Give them the guidance and the knowledge
that they need to excel in their role. Routine performance reviews can help with this. These
processes will help the staff member take ownership of their role, and take pride in their work. It
can also serve to help them develop a strong loyalty for the company.

Existing Training Summary
Every company strives to improve or to get better. Many companies do not see the advantage to
having on-going or continuous improvement processes in place that are designed to actually
make this happen. The processes can include something as simple as making follow-up calls to
clients to gauge their level of satisfaction with a service, or it can consist of market research to
identify new opportunities.
A business that is dedicated to continual improvement will make adjustments, additions or
complete changes to its training and development strategies in order to ensure that goals and
objectives are maintained, if not improved. The goal is to be adaptable
to the changing expectations of the industry, and flexible enough to
make the appropriate transformations when it is necessary.

Certificate of Completion
Completion certificates are issued at the end of each training session.
Before receiving a certification of completion, classroom participants
will be required to demonstrate their competence using any one or all of
the following methods:
  Practical demonstrations               Question/Answer
                                           sessions
  Role-play                              Trainer’s Observations
  Verbal questions                       Written assignments
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Assessments
Assessments are a method to determine how the trainee provides evidence of their
competence. It is best to use a standard terminology because this will create a consistency and a
shared understanding among all users. Allow for maximum flexibility when it comes to
developing the assessment tools. Assessments and/or evaluations must include the following
components:
  Demonstrations of skill or                   Documents relevant to the training
   aptitude
  Interview of participants                    Knowledge Test of participants
  Presentation given by                        Project assigned to participants
   participants
  Reports submitted by                         Work observation by manager or
   participants                                  supervisor

They can be broken out in several different ways:
  Oral Assessment questions                    Written Assessment questions
  Internal class projects                      External class projects
  Reports                                      Presentations
  Assessor observations                        Recorded competency levels

The assessor or must verify that certain elements were demonstrated with competency and in
accordance with previously defined expectations. Notations must include information that
describes how the trainee consistently followed the prescribed guidelines, supervisor’s
instructions and workplace policies and procedures. Once the assessment strategies have been
completed, the assessor is responsible for documenting that the trainee does meets the minimum
required standards. If the trainee does not meet these standards, the assessor must include a
recommendation either for continued training, or for an alternate plan of action.

Training Recommendations
Training and development in an organization requires implementation to achieve success. The
action planning document should include recommendations for present training, and should also
include components for routine or on-going training, and future training requirements as well. A
training strategy is a mechanism that establishes what competencies an organization requires in
the future and a means are required to achieve it.
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Fair and Ethi cal Practices
Training and development strategies that surround the ethical practices should integrate the
company’s moral values that direct human conduct. Organizational values, industry codes of
practice and common sense are some of the more common indicators of solid ethical standards.


Summary
There are many points in favor of why a company should develop training and development
strategies. One of the most compelling is contained in the results of a recent study of 3,000
companies done by researchers at the University of Pennsylvania.1
 They found that 10% of their revenue was:
     spent on capital improvements which boosted productivity by 3.9%
     spent on developing                human       capital   which     increased      company
      productivity by 8.5%
This provides clear evidence that anything worth achieving is most undoubtedly worth planning
for. In this document, it is important to note that there are many important characteristics to
consider when developing your company’s training and development strategies. In order to
accomplish the best results for the training strategy, the training products and/or services must be
pro-actively marketed and promoted.
The information contained in this in this guide is a representative sampling of the processes
involved with developing a comprehensive training and development strategy. We hope you will
find the information that has been offered valuable, and we wish you all the best for your
success.




1
     Information   source:                 http://ezinearticles.com/?How-to-Develop-a-Training-
Strategy&id=1608871
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DOCUMENT INFO
Description: This document provides an overview of Training and Development Strategies. The document outlines components of a training and development strategy, a strategic plan for staff development, motivating factors to promote training and development participation, implementation of the training, and post-training assessments. This training and development strategy guide should be used by companies when considering how to plan, develop and implement a training and development plan for its employees.
This document is also part of a package Project Management Starter Kit 18 Documents Included