Shoaib Bin Naeem

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Training as a tool for increasing person power
productivityLecture 01September 8, 2011

• Shoaib Bin Naeem

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Agenda

• Importance of Training
• Who Will Do the Training
• How Employees Learn Best
• Developing a Job Training Program
• Retraining
• Overcoming Obstacles to Learning

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• THERE IS NOTING TRAINING CAN NOT DO NOTHNG IS
  ABOVE ITS REACHIT CAN TURN BAD MORALS TO GOOD,
  IT CAN DESTROY BAD PRINCIPLES and CREATE GOOD
  ONES, IT CAN LIFT MEN TO ANGELSHIP.
• Mark Twain

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AND OF COURSE A PICTURE
The training these days is justso high tech but
still inefficient!
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Delivering Customised Training Successfully
Tell me and I forget, teach me and I remember,
involve me and I learn Benjamin Franklin
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• LEARNING Learning is relatively permanent
  changes in behaviour that occurs as a result of
  practice or experience.
• EDUCATION The development of Knowledge, values
  and understanding required in all aspects of life
  rather than the knowledge and skills relating to
  particular areas of activity.
• DEVELOPMENT the growth or realisation of a
  person's ability and potential through the
  provision of learning and educational
  experiences.
• Training The planned systematic modification
  of behaviour through learning events, programmes,
  and instruction which enable individuals to
  achieve the levels of knowledge, skills and
  competence to carry out their work effectively.
• Source Armstrong-handbook of Personnel
  Management practices.

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The Workplace Skills Strategy

• Human capital is increasingly regarded as one of
  the major drivers of productivity, economic
  growth and competitive advantage.
• Recognizing the importance of human capital, the
  training manpower sets out to generate
• A skilled, adaptable, motivated and resilient
  workforce
• A flexible, efficient labour market
• A responsive strategy to meet employers needs for
  skilled workers
• A learned employee can retain customers and
  increase business market share through proper
  behavior and good public relations

As a demand-driven approach to human resource
and skills development, the Training will build
and strengthen relationships with and among
workplace partners and better engage employers,
unions to respond to the challenges of workplace
skills development.
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An organization is only as good as its employees.

• In order for an organization to produce
  professional career minded employees an
  investment has to be made.

What type of investment must an employer offer
employees to gain this?
An investment in training and education is a
sure payoff.
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Examples of Training Investments

• Industry and government in the United States
  spend approximately 90 billion each year on
  employee training and education.
• Average Japanese companies spends about 6 of
  budget on training.
• Study of major automobile manufactures found U.
  S automakers spend about 40 hours training new
  employees compared to 300 hours for Japanese
  automakers.
• Motorolas CEO required all divisions to spend at
  least 2 of budget on training. Over next 7
  years, profits increased 47 and it was estimated
  that each 1.00 in training yielded 30.00 in
  return.

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• TRAINING ACTIVITIES SHOULD BE ALIGNED WITH
  OVERALL OBJECTIVE OF THE ORGANISATION,
• WITH A MEANINGFUL EMPHASIS ON
• VALUE ADDITION TO OUR
• HUMAN RESOURCES.

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The British National Health Service

• 1.3 million employees needed basic IT skills
  training
• Main objectives
• Address productivity issues
• Prevent resistance to change by preparing for it
• Effect a change of behaviour and change of
  attitude

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Factors to consider

• Training to benefit organisation
• Training to benefit employees
• Training to benefit the industry
• Provide a good return on investment?

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Results - Independent Survey

• 99 rated training experience as very or
  quite worthwhile.
• 83 wanted to progress to further training
• 94 much more or more confident in use of ICT
• Positive attitude to new systems up from 30 to
  74
• Negative attitude to new systems down from 30 to
  3

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Investment

• To invest properly, the employer must provide
  training as one of the needed tools for employees
  to get the job done.

Why Training?
The sharing of information through training is
our most valuable tool to develop our most
valuable assetour employees.
Once employees have proper tools in their
toolbox
They will come to work on a daily basis, with
enthusiasm and the positive attitude to give a
full days work for a full days pay.
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Trainings should Aim at

• Empowering the employees
• Increasing productivity
• Making the process more Effective and
  Efficientso as to Ensure Ultimate Customer
  satisfactionANDImprove the overallOrganizationa
  l Performance

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Importance of Training contd

• 1. Respond to technology changes affecting job
  requirements.
• 2. Respond to organizational restructuring.
• 3. Adapt to increased diversity of the workforce.
• 4. Support career development.
• 5. Fulfill employee need for growth.

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Importance of Training and Development

• Maintain skill levels
• Advance skill and knowledge to improve
• Performance (efficiency)
• Service delivery (error rate)
• Profitability (productivity, manpower)
• Integrate new technologies into work
• Establish standards for work practices

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Benefits of Training - Individuals

• Do job more efficiently learn new methods
• Professional approach to work, engaged in best
  practice routines
• Personal satisfaction felt valued
• Recognised qualification to add to CV

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The Importance of Employee Training in Increasing
Sales

• What Does Employee Training Do For Your Business?
• Keeps Good Employees
• Expands Your Offerings Business
• Provides Better Customer Service
• Makes you MONEY!!

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The Importance of Employee Training in Increasing
Sales

• Keeps Good Employees
• No training program says to your employees
• youre not worth it
• you cant be trained
• Training programs say
• We value you enough to put some time (money!)
  into making you better!
• We value your thinking

Employees dont quit companies, they quit
bosses!
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The Importance of Employee Training in Increasing
Sales
Were in this thing together
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The Importance of Employee Training in Increasing
Sales

• Expands your offerings - your business
• training thinking
• training exposes employees to
• how we do it in-house training
• how others do it outside training
• Well trained, thinking employees can provide a
  fresh outlook
• new business opportunities
• better ways of doing things

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The Importance of Employee Training in Increasing
Sales

• Customer Service Is it Selling or Marketing??
• Selling providing a product
• to customers for money
• Marketing convincing customers
• they need the product

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The Importance of Employee Training in Increasing
Sales

• Better Customer Service
• Direct Customer interaction changes as a business
  grows
• With a small business, the chance of interacting
  may be 100

owner
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The Importance of Employee Training in Increasing
Sales

• What are your employees saying to the customers?

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Benefits of Training-a summary

• Improved customer service and public relations
• Fewer complaints
• Better morale and attitudes
• Less turnover and absenteeism
• More involved and caring employees
• Proactive vs. reactive employees

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• MANAGEMENTs ONE OF THE MOST IMPORTANT FUNCTIONS
  IS TO TRAIN PEOPLE FOR THEIR JOBS.

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Attitudes to training

• Individual
• How is that related to what I do?
• Im good at my job and anyway, I have no time
• I suppose thats my weekends shot for months!
• Are they trying to get rid of me?

• Employer
• How can I be sure the organisation will benefit?
• Training is so expensive how will I know if it
  has been effective?
• Will this effect the goal of developing and
  implementing standards and protocols for the
  organisation?
• If I train them, theyll leave

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Our front-line employees are often good will
ambassadors.

• Yet they are the ones who hold the most
  thankless job. Their role and their
  understanding of their role is the vital key
  towards their development and their ability to
  provide excellent customer service.

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Training Process Model
I. Needs Assessment
II. Developing Conducting Training
III. Evaluating Training
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I. Needs Assessment

• 1. Organizational Level
• 2. Job Level
• 3. Individual Level

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• 1. Organizational Level
• Technology change.
• Organizational restructuring.
• Change in workforce.
• Marketing Plans.
• Productivity measures

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• 2. Job Level
• Job and task analysis.
• Identify Key areas.
• Review procedural and technical manuals.

Design Training Program
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• 3. Individual Level
• Determine who needs training and what kind.
• Tests.
• Prior training and experience.
• Performance review.
• Career assessment.

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Training Design Process
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Who will do the Training?

• The magic apron method people train themselves
  the easiest ways to get the job done.
• The person that is leaving trains teaches
  shortcuts and ways of breaking the rules.
• Big sister, big brother method passes on bad
  habits and may resent new person as a competitor.
• The logical person to train new workers is The
  employer!

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Classroom Training Skills

• Be aware of appropriate body language and speech.
• Watch how you talk to employees. Covey respect
  and appreciation.
• Handle problem behaviors in an effective manner.
• Avoid time wasters.
• Facilitate employee participation and discussion.
• Use visual aids to avoid constantly referring to
  notes.

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DELIVERING CUSTOMISED TRAININGSUCCESSFULLY

• MAKE IT FUN RULES FOR LEARNING
• ASK QUESTIONS
• The only dumb questions are the ones you dont
  ask!
• 2. MAKE MISTAKES
• Training is a great place to make mistakes. The
  youwont make as many at work in the live
  environment!

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DELIVERING CUSTOMISED TRAININGSUCCESSFULLY

• MAKE IT FUN RULES FOR LEARNING Continued
• 3. HAVE FUN
• This rule is very important
• 4. CHEAT
• Watch how other people do things or yell for help

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Types of Training

• 1. Skills Training.
• 2. Retraining.
• 3. Cross-Functional.
• 4. Team Training.
• 5. Creativity Training.
• 6. Literacy Training.
• 7. Diversity Training.
• 8. Customer Service.

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SKILLS TRAINING

• Focus on job knowledge and skill for
• Instructing new hires.
• Overcoming performance deficits of the workforce.

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Retraining

• Maintaining worker knowledge and skill as job
  requirements change due to
• Technological innovation
• Organizational restructuring

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Cross-Functional Training

• Training employees to perform a wider variety of
  tasks in order to gain
• Flexibility in work scheduling.
• Improved coordination.

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Team Training

• Training self-directed teams with regard to
• Management skills.
• Coordination skills.
• Cross-functional skills.

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Creativity Training

• Using innovative learning techniques to enhance
  employee ability to spawn new ideas and new
  approaches.

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Literacy Training

• Improving basic skills of the workforce such as
  mathematics, reading, writing, and effective
  employee behaviors such as punctuality,
  responsibility, cooperation, etc.

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Diversity Training

• Instituting a variety of programs to instill
  awareness, tolerance, respect, and acceptance of
  persons of different race, gender, etc. and
  different backgrounds.

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Customer Service Training

• Training to improve communication, better
  response to customer needs, and ways to enhance
  customer satisfaction.

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Training Methods
Classroom
Video
Computer Assisted Instruction
On-the-Job
Simulation
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Classroom Instruction
PROS
CONS

• Efficient dissemination of large volume of
  information.
• Effective in explaining concepts, theories, and
  principles.
• Provides opportunity for discussion.

• Learner does not control pace or content
• Does not consider individual differences.
• Limited practice.
• Limited feedback.
• Limited transfer to job.

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Video and Film
PROS
CONS

• Provides realism.
• Adds interest.
• Allows scheduling flexibility.
• Allows exposure to hazardous events.
• Allows distribution to multiple sites.

• Does not consider individual differences.
• Limited practice.
• Limited feedback.
• Adds additional cost.
• due to
• Script writers
• Production specialists
• Camera crews

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Computer Assisted Instruction
PROS
CONS

• Limited in presenting theories and principles.
• Limited discussion.
• Transfer depends on particular job. (Good for
  computer work.)
• High development cost (40-60 hours per hour of
  instruction at approx Rs. 10,000 per hour.)

• Efficient instruction.
• Considers individual differences.
• Allows scheduling flexibility.
• Allows active practice for some tasks.
• Allows learner control.
• Provides immediate feedback to tasks.

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Simulation
PROS
CONS

• Provides realism.
• Allows active practice.
• Provides immediate feedback.
• Allows exposure to hazardous events.
• High transfer to job.
• No job interference.
• Lowers trainee stress.

• Cannot cover all job aspects.
• Limited number of trainees.
• Can be very expensive (for example, aircraft
  simulators and virtual reality simulators).

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On-The-Job Training
PROS
CONS

• Provides realism.
• Allows active practice.
• Provides immediate feedback.
• High motivation.
• High transfer to job.
• Lowers training cost.

• Disruptions to operations.
• May damage equipment.
• Inconsistent across departments.
• Inadequate focus on underlying principles.
• Lack of systematic feedback.
• Transfer of improper procedures.
• Trainee stress.

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Overcoming Obstacles to Learning

• Teaching not adapted to learners Deal with
  people as they are (teach people not tasks), keep
  it simple, involve all the senses.
• Poor training program revise to include
  objectives.
• Poor instructor The trainer needs to know the
  job, be a good communicator leader, sensitive,
  patient, helpful, etc.

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Types of Evaluation Designs
Train
Measure
Post Test Only. Cannot tell if there is a change
in knowledge or skill.
Measure
Train
Measure
Pre-test with Post-test. Detects a change, but
cannot tell if training was responsible.
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Types of Evaluation Designs
Measure
Train
Measure
Measure
Measure
No Train
Scientific Method Training Group and Control
Group. Compare performance of Training Group and
Control Group after training. If Training Group
has higher performance, it can be attributed to a
training effect.
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Transfer

• Transfer refers to the trainees application
  of knowledge and skills gained in training on the
  job. It is affected by
• Relevance and effectiveness of the training
  readiness, practice, and feedback principles.
• Follow-up instruction and support.
• Reinforcement to use new knowledge and skills.