CHAPTER 5

   TRAINING

 

A. LEARNING STYLES

1. WAYS IN WHICH INDIVIDUALS LEARN

approaches to an individual's training and development appropriate in each case

The Activist

• Need to digest new knowledge as soon as possible
• Enjoy practical aspects of learning
• Not be interested in detail
• Not be receptive to repetition
• Likely to become quickly bored
• Enjoys variety, likes working in an environment of change

Role Plays, practicing in a "live environment", working in a project management environment

The Reflector

• Like to listen and observe
• Take time to prepare and be particularly methodical in their approach to any learning.
• Prior to any change, he likes time to prepare
• Feeling very uncomfortable to face change in short notice
• Like watch, gather data and consider various options prior to moving forward

Attending a course, reading around a subject, discussion groups, working in a research and development environment.

The Theorist

• Look to have clear objectives from any learning they undertake
• Will look to "dress rehearse" prior to going live
• Does not like taking quick decisions, not positive about being involved in an environment of uncertainty and rapid change.
• Will need to question to establish the facts before proceeding
• Often a perfectionist.

Attending a course, role play, having clear guidelines available (either through worksheets or rule books) and working in a team environment 

The pragmatist

• Practical individual and likes to really forge ahead with new activities
• However unlike the activist, will be keen to practice after any demonstration or illustration prior to moving forward.
• Will not enjoy working in theory and will like looking forward in a practical way.
• Will often enjoy achieving results through other people and therefore may be ideally suited to be a team leader. 
• May well see any challenges or opportunities as a way of looking to do things better in the future.

Role plays, working on live situations, group discussions and training and learning along with others. 

2. various factors that influence an employee to learn

• Personal motivation
• Motivation from line management
• Leading to career development
• The opportunity being available
• The chance to increase job performance
• Culture
• Timing
• Availability of equipment
• Financial sponsorship
• Financial incentives, i.e. an award
• A requirement of a particular job
• Status

B. training

1. advantages and disadvantages of "off the job" training

• Cost
• Timing may be convenient or not
• Length of training event
• Opportunity to meet colleagues from elsewhere in the organization
• Training should be delivered by a specialist
• Opportunity to focus on training with no distractions from the workplace

2. advantages and disadvantages of "on the job" training

• Flexible as to timing
• Flexible as to the length
• Dependant upon the availability of the trainer (probably a colleague)
• Dependant upon the reliability/quality/knowledge of the trainer
• Cheaper
• Possibly pass on "bad habits".
• Will take up the training time of the coach
• Takes place in a real working environment

3. roles in terms of training and development

The organisation

• Provide the necessary budget
• Provide the necessary resources
• Visibly demonstrate ongoing commitment to training and development
• Recognize success

Business unit / office management

• Linked closely and logically to the organization's responsibilities, objectives and strategies
• Have specific training and development objectives
• Recognize the need for their own team members to be trained and developed.
• Actively sponsor any training and development initiatives
• To be role models where appropriate
• Encourage participation

The training department

• Provide the training requested by the organization
• Be available for support and advice
• Training provided to be of an excellent standard
• Examine, evaluate and introduce appropriate training methods and media
• Keep up to date with progress in this area
• Establish credibility within the organization
• Advertise the training products is has available

Supervisor / team leader

• Develop specific knowledge of team members' training needs
• To be aware of what training support is available
• Actively support and encourage individual training and development
• Establish best practice locally, e.g. course briefs and debriefs
• To produce and endorse ongoing training plans 

The individual

• Take responsibility of their own learning
• To proactively seek out available support from elsewhere, e.g. from supervisors or training department
• To be aware of their own training needs and areas for self development
• To be receptive to any learning points or areas of personal development

4. skills and competencies of trainer

• Communication
• Listening skills
• Presentation / facilitation skills
• Interpersonal skills
• Impact

5. what a training team needs to consider in order to provide maximum benefit to the business unit

• A training team is there to help people to learn and understand
• The team must be aware of how people learn
• Understand the concept of the "training gap" for the whole business unit and for each individual
• Be aware of and understand each individuals' preferred learning style
• Be aware of the training options available
• Plan the training, e.g. what type, how and when
• Brief and debrief each trainee before and after any training event
• Facilitate any learning and training being applied  in the workplace itself as soon as possible

6. main features of training

• The pan meets with or complies with the needs of the business
• To plan a series of structures training events for your staff
• To ensure the plan is flexible enough to accommodate the changing needs of the business
• To consider how you will manage the implied resourcing issues (e.g. job cover)
• To plan for short-medium and long term training needs
• to ensure that trainees are aware why the training event is taking place
• To ensure that a pre-course brief and a post0course brief takes place
• To manage the completion of any pre-course work and preparation
• To plan for the trainees return to the workplace and facilitate the application of the training
• Show managerial support and enthusiasm for the trainees activities
• Maximize usage of all available training media
• to provide feedback to training and Human Resources on the "added value" of the training provided

7. advantages and disadvantages of attending a course

• Course trainers should be experts and specialists
• Individuals can share problems and experiences away from the office
• Costs
• Timing of the course
• Completed in a non threatening environment
• No other distractions
• In reality the availability of this training media
• How relevant to the working environment

8. advantages and disadvantages of computer-based training

• Takes place away from the workplace in an artificial environment
• Mistakes made can be easily rectified at no cost
• Trainees not able to ask questions
• Prohibitive costs
• Keeping CBT material up to date
• Trainees familiarity with computers
• Supervisors need to be aware of what computer bases training is available, what specific courses can be used to support their individuals team development and to manage and facilitate this.