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Tips for Supervisors: Five Ways to Follow Up on Training

Would you like it if your employees only gave 50% effort or completed half of their tasks?

Well, if you are only scheduling and implementing training sessions for your employees, you are merely employee-trainingdoing half the job. Equally as important as these two steps is the task of following up your training sessions.

Following up involves measuring and evaluating a session’s effectiveness. Doing so will provide you with a benchmark for future sessions as well as give your employees the opportunity to tell you how they would like to change the training subject or format.

Here are five easy steps to follow up your training sessions.

1. At the end of the training session, ask each participant to commit to trying 1-3 new skills. Get the participants to write down the actions and then schedule a follow up meeting to discuss whether theses actions stuck, and why. If you do want to lead this meeting yourself just bring back the original trainer.

2. Shortly after the training, ask each participant to give you a brief summary of the two or three most important points they took away from the training. Consolidate the responses and post them in a popular location for a couple weeks.

If time passes and you see your employees reverting to their old habits, email them their responses along with any more feedback you have received.

small-business3. If appropriate, post facts or statistics related to the training after a session. For example, if your training was on customer service, post the number of sales made per week to show employees how they are improving.

4. A week or two after the training, ask participants how they have changed. If appropriate, post the responses. If participants are saying they haven’t changed, ask why and how the training can be improved next time.

5. Several weeks after a training session, send the participants a quiz related to the training’s content. Post all the responses (but separate the right and wrong answers) and award a prize to the person who does the best. For example, if your training was on speedwriting, ask each participant to write down as many abbreviations they can come up with.

Follow these steps and see the results for yourself. After all, going halfway when it comes to managing your organization’s training only cheats the very employees whose performance you are looking to improve.

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November 25, 2008 Posted by | Business, Economy, Education, Health & Safety, OSHA Compliance, Uncategorized | , , , , , , , , , , , , , , , , , , , , , , , , | 2 Comments

Maximum Learning – Minimum Investment

How Small Business Can Maximize Training Resources

Fact: Small and medium-sized businesses are forced to operate differently than large businesses due to more limited resources.

Fiction: There is a direct correlation between the amount of those limited resources and the quality of service small and medium-sized businesses are forced to deliver.

Small and medium-sized enterprises (SMEs) often need to be creative, innovative and just plain smart whentestimonial-ad3 it comes to using resources – especially when it comes to staff training. While the reasons for requiring skill development are usually the same regardless of a business’ size, how those needs are filled can vary greatly. Whereas large businesses can afford to have their own internal training departments, SME’s often rely on external providers such as school board continuing education departments, association professional development events or private training companies.

There is a reason why large businesses have in-house departments dedicated to performance improvement; staff training requires time, money, customized training content and enough employees to make such a department justifiable.

The fact is, SMEs can be wise when devoting resources to staff training, and even take advantage of their sizes. Here are the Top 5 Ways for SMEs to Maximize Training Resources.

1. Implement and promote a program where senior employees can tutor new employees, thereby eliminating knowledge gaps within your business.

2. Pay for your employees’ membership fees in associations. These organizations often host professional development seminars for their members at very reasonable prices.

3. If you feel your employees need training to improve their performance ask them what they feel they need. This ensures that the training you provide will be as effective as possible.

4. Send an employee to learning opportunities, such as conferences, tradeshows or public courses. The employee can then act as an in-house trainer.

5. Budget for training by setting aside a set amount of money that will be used for training when needed – just like saving up for your first car.

If you feel your employees would be better served by a private training company, do your research. Find an organization that will customize its material for your needs and deliver the training at your office when you need it. The training company should also understand the needs of an SME, so ask for references from companies that are similar to yours.

Fact: If SMEs treat their size as a weakness, it will be a weakness. If SMEs treat their size as a strength and use their resources wisely, they can compete with competitors of all sizes.

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November 24, 2008 Posted by | Business, Economy, Education, Health & Safety, OSHA Compliance, Uncategorized | , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment

Violence in the Workplace: Management Training & Employee Loyalty May Improve Outcomes

Workplace violence has become increasingly more common in recent years. While employers work aggressively to screen the background of prospective employees, even the background screening process does not always prove effective. Even with psychological screenings as part of the new hire process, employers are still finding great difficulty in stereotyping and identifying those employees with potential for committing workplace violence.confrontation

With over 1,000 employees falling victim to homicide at work, the issue of workplace violence has become a human resource initiative in many companies. Offering diversity training, sensitivity training and even peer-to-peer mediation services, many employers are eagerly searching for alternatives to the growing risk of workplace violence.

Workplace violence goes well beyond the homicide. With many more employees falling victim to violent acts such as forced sexual assault, kidnapping, assault, harassment and even bullying, employers are on a never ending quest in an attempt to profile the employee who may commit such an act against a co-worker or someone in management.

While stereotyping the violent offender in the workplace has not been successful, there are some workplace environments that tend to produce more violence than others. In workplace environments where the management seems aggressive, offer limited training and where management seems unintelligent and poor at supervising, there is a greater tendency to produce employees with violent tendencies.

As a human resource executive, it is important to manage and prevent workplace violence as much as possible. With proper training in diversity and sensitivity, employees can learn how to best handle their disputes with each other. With proper training of management, in aspects of successful supervision, the employees may gain some respect, ultimately reducing the risk for workplace violent acts.

Instilling a sense of loyalty among your employees is important to the overall health and safety of the workplace. In many cases of workplace violence, there is a tendency for employees to feel segregated and often offended by the corporate image and security. Offer adequate salaries, benefits and rewarding employees for exceeding expectations, are all great ways to promote loyalty.

With workplace violence on the rise, many management teams and human resource executives are working diligently to focus upon the success and loyalty of management and their subordinates. With proper training and established loyalty, most companies find their risk for workplace violence is significantly decreased, ultimately increasing the attraction of more professional executives and well qualified employees. If, however, you are a company that fosters feelings of rejection, violation and support poor management, you may continue to experience a complication with workplace violence risks.

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November 18, 2008 Posted by | Business, Economy, Education, Health & Safety, OSHA Compliance, Uncategorized | , , , , , , , , , , , , , , , , , , | Leave a comment