| When you became a manager, there's a good | | | | employees. Managers must engage in informal |
| chance that you didn't realize that providing | | | | training needs assessment on an ongoing basis, |
| employee training would become a major portion | | | | paying attention to employees' strengths and |
| of your job. However, it's a fact that teaching is | | | | weaknesses and identifying gaps that can be |
| an essential function of every managerial job. | | | | overcome through training opportunities. |
| When you're in charge of managing and | | | | Too often, supervisors feel that once information |
| motivating other workers - no matter how small | | | | has been covered with employees, then training |
| or large your team may be - training is something | | | | has occurred. However, the fact that an |
| that you're going to have to do on a regular basis. | | | | employee sits through an orientation or training |
| Providing training to employees is a very specific | | | | session doesn't really mean that he or she has |
| skill, and it's one that many managers don't realize | | | | sufficiently mastered the knowledge or skills he or |
| they need to have. Sharing information and | | | | she needs. Supervisors must take proactive steps |
| teaching people how to perform tasks are two | | | | to allow employees to demonstrate mastery of |
| very different things. When you are providing | | | | training objectives, to offer feedback, coaching, |
| training to team members, you have to focus on | | | | and mentoring and to make additional skill |
| conveying information to them in a manner that is | | | | development activities available as needed. |
| motivating and that will enable them to truly | | | | 3. Convey "What's in It" for the Trainees |
| understand what you are saying so they will be | | | | In order for employee training to be successful, |
| able to transfer that knowledge to on-the-job | | | | trainees must know up front how any educational |
| performance. | | | | activity they are asked to participate in is relevant |
| 3 Keys to Effective Employee Training | | | | to them. When a training program is announced, |
| 1. Recognize Your Training Responsibilities | | | | be sure to specify what employees are likely to |
| Too many mangers think that employee training | | | | get from participating and reinforce that message |
| is "someone else's job". Even if your company has | | | | with consistency throughout the training. Skilled |
| someone in charge of training, those who hold | | | | trainers know that helping employees see "what is |
| supervisory roles bear responsibility when it | | | | in it for them" is essential to success. |
| comes to employee training and development. If | | | | Avoid conveying the idea that employees must |
| you want to lead a peak performing team, you | | | | pay attention to the training because it's important |
| must be prepared to coach and train your team | | | | to the company or the supervisor. Employees |
| members to excel. | | | | who participate in training because they have to |
| Managers at every organizational level are | | | | do so aren't likely to retain or transfer what is |
| responsible for making sure that the employees | | | | covered. Those who see how mastering new |
| on their teams have the skills needed to perform | | | | skills can benefit them in their jobs are much |
| the work required. Accomplishing this managerial | | | | more likely to be engaged in the learning process |
| duty involves providing effective training to team | | | | and actually apply what they learn on the job. |
| members about company polices and procedures | | | | Employee Training is Part of Your Job |
| and industry standards, as well as recognizing the | | | | These basic skills can help supervisors begin to |
| need for skill-based training and making sure that | | | | feel comfortable fulfilling the training role of their |
| it is available to employees who need it. | | | | jobs, along with all of the other roles that |
| 2. Engage in Ongoing Employee Skill Development | | | | managers must play on a daily basis. The next |
| Managerial training responsibilities extend far | | | | step will be to start developing the skills |
| beyond simply going over work procedures and | | | | necessary to effectively develop and deliver |
| sending employees to classes when they need to | | | | employee training in all types of settings, ranging |
| master a new skill. Effective workforce training is | | | | from one-on-one instruction to department or |
| an ongoing process that requires supervisors to | | | | company wide meetings and classes. |
| engage in ongoing skill development with their | | | | |