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									BPP

How HR can work with Line Managers to
Get the Best out of Training


Gary Millns
Director of Offshore Centres
BPP
01534 711811
garymillns@bpp.com
    Course Content

• The Trainers Role
   o Training cycle
   o Needs, Objectives & Aims
• The Organisation structure and culture
   o Authority lines
• The Responsibilities of Line Manager
• The Responsibilities of HR
• Barriers and solutions
Course Objective


 At the end of this session you will be able to:

 •   Explain the role of the Trainer
 •   List the Line Manager’s Responsibilities prior to training
 •   List the Line Manager’s Responsibilities following training
 •   Make suggestions as to how HR can liaise with Line Managers
     to get buy in
The Role of the Trainer

                       Interest &
                       Motivation

 Consolidate                           Acquire
 Learning                              Information



       Develop                  Assimilate
       Understanding            Information
The Role of the Trainer

•   Stimulate Interest & Motivate
•   Give Information in Logical Order
•   Stage & Question
•   Question & Exercises                                     Interest &
                                                             Motivation

•   Practical Demonstrations & Praise   Consolidate                              Acquire
                                        Learning                                 Information

•   Stimulate Interest & Motivate
                                             Develop                      Assimilate
                                             Understanding                Information
Learning Styles    Honey and Mumford



  • Theorist
     – Likes facts; books; handouts
  • Reflector
     – Likes time to think
  • Activist
     – Likes exercises; case studies; have a go
  • Pragmatist
     – Likes to know why
The Trainers responsibilities


  • Training Needs
    The problem or difficulty being experienced
  • Training Objective
    The immediate improvement demonstrated at the end of
    training
  • Training Aims
    The expected improvement at work
Identifying the REAL Training Need

• Symptom vs Root cause    • Is training the answer?

  – Knowledge                 –   Communication
  – Skill                     –   Resources
  – Behaviour / Attitude      –   Opportunity
                              –   Time
                              –   Confidence
Organisational Structure & Culture

                    Strategic Apex



        Techno                       Support
        Structure                    Staff
                     Middle Line




                    Operating Core
Corporate Authority

• Line Authority
   – Through chain of command
• Functional Authority
   – Through process, law, etc
• Staff Authority
   – Advice
Sustaining & learning culture

    Sustaining culture                Learning Culture

  • Recruitment                     • Stories
     – Uphold or undermine values      – Eg Henry Ford
  • Top management                  • Rituals
     – Influence the Organisation      – Repetitive sequence of activities
  • Socialisation                   • Material symbols
     – Induction                       – Offices; cars; jets
                                    • Language
                                       – Acronyms and jargon
Evaluation

• Needs                  •   Reaction
• Objectives             •   Learning
• Aims                   •   Behaviours
                         •   Results



         Budget – Return on Investment
HR or Line manager?

•   Who knows department strategy?
•   Who does planning for department?
•   Who identifies the needs?
•   Who knows aims?
•   Who monitors performance?
•   Who appraises employee?
•   Who has authority?
•   Who’s in charge of team performance?
•   Who monitors on-going performance
•   Who gives praise & recognition?
Peter Honey Quote

 “Managers contributions before and after
 training are more important in determining
 the training’s eventual success than the
 contributions of the trainers or learners”
Charles Jennings

 “A managers actions, such as setting clear
 objectives and explaining how they plan to
 measure performance, have far greater
 impact on employee performance than any
 amount of change in skill and knowledge
 level”.
The Line Managers Role

  Exercise 1

    What can a Line Manager do before the training
    starts to ensure that the delegate is ready to
    accept the appropriate learning?
The Line Managers Role
- Before Training


  •   Course content              •   Stimulate Interest
  •   Course objective            •   Motivate
  •   Organisational strategy     •   Explain relevance/need
  •   Current Performance         •   Set Objectives
                                  •   Career path

                     Pre-training briefing
The Line Managers Role


  Exercise 2

    What can a Manager do after the training has
    finished to ensure that the learning is transferred
    into improved performance?
The Line Managers Role
- After Training

  •   Objectives achieved?       • Demonstrate Interest
  •   Action plan                • Question
                                 • Evidence Outcomes
  •   Resources required
                                 • Praise & Recognition
  •   Opportunity provided
                                 • Stimulate Interest &
  •   Self-Assessment              Motivate
                                 • Ongoing coaching

                    Post-training briefing
The Training/HR Manager’s Role



  •   Support Line Manager based on experience
  •   Collate and forward information
  •   Source training
  •   Practicalities
  •   Training methods
  •   Identify learning opportunities
“Conspiracy of convenience”

 Sandra was really pleased with her Training Plan. She had spent
 days planning and resourcing all the courses, based on what the
 Managers had been grumbling that their staff couldn’t do. She had
 sent the plan round to the Heads of Department with plenty of
 time for them to prepare. But now she is feeling deflated as only 2
 out of the 12 delegates turned up for this mornings session on Time
 Management.
 She has spoken briefly with Simon, the Accounts Manager and he
 was full of excuses as to why his 3 team members didn’t turn up.
 Sandra, just thinks that all her hard goes unrewarded and its just a
 waste of time and company money.
Communication between HR & Line Manager

  Exercise 3
• What are the typical reasons that Line Managers
  put forward?




  Exercise 4
• What support do Line Managers need from HR?
Reasons or excuses?

    Exercise 3
                                   •   Time sheets allocation
•   Haven’t got time
                                   •   Can’t reschedule work
•   Deadlines
•   Something’s come up            •   Waste of time
•   Inconvenient time              •   No point
•   Can’t send all staff at once   •   Apathy
•   Haven’t got cover              •   No immediate benefit
Solutions

     Exercise 4
                             •   Help with pre-training briefing
•   Job Description          •   Alternate Training methods
•   Empathise                •   Communication
•   Convenient times         •   Coaching
•   Cover arranged           •   Involvement
•   Temp help                •   L & D targets
•   Split into groups        •   Training ambassadors
•   Help with rescheduling   •   Rewards
•   Buy in with objectives   •   Providers with good “transfer
•   Consider motivation          effect”
Managers Check List

1.   Check that training is related to organisational goals
2.   Ensure that staff are briefed
3.   Ask staff about any concerns
4.   Speak to trainer if you have particular issues
5.   Encourage positive change back in the work place
Delegate Check list

1.   Why are you going on this training?
2.   What do you want to get out of it?
3.   How will you improve as a result of the training?
4.   Turn up with a positive attitude to learn
5.   Be willing to take part, but also listen to others
6.   Give feedback to trainer and manager
7.   Implement any relevant changes in workplace
Course Objective


 At the end of this session you will be able to:

 •   Explain the role of the Trainer
 •   List the Line Manager’s Responsibilities prior to training
 •   List the Line Manager’s Responsibilities following training
 •   Make suggestions as to how HR can liaise with Line Managers
     to get buy in
BPP

How HR can work with Line Managers to
Get the Best out of Training


Gary Millns
Director of Offshore Centres
BPP
01534 711811
garymillns@bpp.com

								
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