Here are 6 tips to help you
provide training and development that will transfer skills back to the job.
1. Provide
information for the employee about exactly what the training session will
involve,
prior to the training. Explain what is expected of the employee at the training
session. This will help reduce the person's normal anxiety about trying
something new. If she knows what to expect, she can focus on the learning and
training transfer rather than her potential discomfort with the unknown.
(When I offer a team building session,
as an example, people invariably ask me if they will have to touch each other
or "do group hugs." They don't, but this really drives home the point
for me about letting people know what to expect prior to attending the
session.)
2. Make
clear to the employee that the training is her responsibility and she needs to take the employee training seriously. She is expected to apply
herself to the employee training and development process before, during, and
after the session. This includes completing pre-training assignments, actively
participating in the session, and applying new ideas and skills upon returning
to work.
3. Make
sure that internal or external training providers supply pre-training
assignments. Reading or thought-provoking exercises in advance of the
session promote thoughtful consideration of the training content. Exercises or
self-assessments, provided and scored in advance of the session, save precious
training time for interaction and new information. These ideas will engage the
employee in thinking about the subject of the session prior to the training
day. This supplies important paybacks in terms of his interest, commitment, and
involvement.
4. Train
supervisors and managers either first or simultaneously so they know and
understand the skills and
information provided in the training session. This will allow the supervisor
to: model the appropriate behavior and learning, provide an environment in
which the employee can apply the training, and create the clear expectation
that she expects to see different behavior or thinking as a result of the
training. An executive, who has participated in the same training as the rest
of the organization, is a powerful role model when he is observed applying the
training.
5. Train
managers and supervisors in their role in the training process. The average supervisor has rarely
experienced effective training during his career. Even more rare is the
supervisor who has worked in an environment that maximized transfer of training
to the actual workplace. Thus it is a mistake to believe that supervisors
automatically know what must happen for effective training to take place.
You can coach supervisors about their role. Provide a handy tip sheet that explains in detail the organization’s expectations of the supervisor in support of effective training. At one General Motors location, the education and training staff provided a three-hour class called, The Organization and the Training Process. The session was most effective in communicating roles and responsibilities to supervisory staff.
You can coach supervisors about their role. Provide a handy tip sheet that explains in detail the organization’s expectations of the supervisor in support of effective training. At one General Motors location, the education and training staff provided a three-hour class called, The Organization and the Training Process. The session was most effective in communicating roles and responsibilities to supervisory staff.
6. Ask
supervisors to meet with employees prior to the training session to accomplish all I have
recommended in this article. Discuss with the individual what he hopes to learn
in the session. Discuss any concerns he may have about applying the training in
the work environment. Determine if key learning points are important for the
organization in return for the investment of his time in the training. Identify
any obstacles the employee may expect to experience as he transfers the
training to the workplace.