Presentation on theme: "Best Practices in Training and Development"— Presentation transcript:
1 Best Practices in Training and Development Dr. John Dzimba
2 Structure of the paperChallenges faced by Today’s complex organisationsImportance of Organization’s specialized value chain to training and developmentTraining and Development’s Value Chain that lead employment and extend beyond terminationBest Practices in Employee DevelopmentElements of Best Practices for Effective Training and Development ProgramsRequired Principles and Best Practices in Training and development
3 To accomplish great things we must first dream, then visualize, then plan, believe and act!
4 Challenges faced by Today’s complex organisations To address the increasing shortage of skilled workforcetraditional training and development methodsnot adequately producing employees with the complex skills needed to thrive in today’s knowledge economyThe complexity of organisations today reflectsthe inter-connectedness of systems, processes and peoplewe need to develop leaders who embracevision over motion,change management over meaningless action andissue resolution over fire-fighting
5 Success is not tied to the latest technology or business model In the way our leaders see the organisation’s future,create a path to realize it, andresolve the issues that impede the way“vision without action is a daydream and action without vision is a nightmare.”Best practice in training and development must focus at developing and creating new leaders;can create a vision,manage change and resolve issues as leaders, andcan build the workable strength for tomorrow’s success.
6 Importance of Organization’s specialized value chain to training &development Every organisation’s value chain consist of unique activities that make products and services beneficial to customersKnowledge of the value chain and its accompanying strengths and deficits is essential to training and developmentThe process of gaining such knowledge is known as value chain analysis,Value chain analysis is a powerful tool for business leaders, particularly those who oversee training and developmentBest-practice training and development, along with other human resource (HR) functions, supports the primary activities of the business
7 Top training and development professionals first seek to understand how value is created by the business they supportThen translate the understanding of the value chain into the knowledge, skills and abilities of the people involved in mission- critical activities.Next step is to organize these key capabilities into competency models for each level of the organizationCompetency models define successful behaviors that ultimately make the products and services of the business valuable to customersCompetency models drive not only training and development activities, but also other HR activities
8 Manage Knowledge and Keep It High-performing organizations create a culture that facilitates the retention and sharing of organizational knowledgeHarnessing and sharing the knowledge of workers is also critical to the long- term success of operationsKnowledge management encompasses two areas:the sharing of knowledge within the organization to identify best practices and find synergies among operating departments and business unitsthe retention of organizational knowledge, which is increasingly important in the face of impending retirements.
9 To avoid common training pitfalls training and development professionals must build their programs around the business value chainTraining programs must offer the fundamental activities that lead to value creation in the business
10 Training and Development’s Value Chain that lead employment and extend beyond termination Pre-employment:Community, governmental and educational outreach programsSourcing and recruitment activitiesEmployer-of-choice branding and realistic job-preview activitiesPre-employment assessments and interviewsDuring employment:On-boarding activitiesEnculturation, reinforcement of values and basic operational trainingCareer guidance and management activitiesFunctional, professional, management and leadership trainingMentoring and coaching –genuine feedback on performanceAssessment for promotion or individual insight and developmentSafety, compliance and regulatory trainingPost-employment:Exit interviews and surveysOutplacement supportEmployee alumni groups and networks
11 Best Practices in Employee Development Competency modelsdefines desired skills and abilities required by individual business units for the employee to be trained and developedIt allows the business unit to determine which critical skills are needed to meet business goals.Leverage Online Systemscan enable the deployment of common training needs to a wider audience.training via an intranet or Internet connection helps reduce overall costs, improves access to learning resources, and improve consistency of messaging.Formalized Leadership Development Programprepares the next generation of leaders – succession planninghelps to ensure that all business units are following common strategic objectives and leads to the sharing of best practicesIdentification of high-potential employees- nomination process, a 360- degree process or other purposeful method to ensure that the best and brightest are given an opportunity to participate.
12 Skills-based training Augment & Adjust:No business is static.It must respond to market forces, adjust and change—or be left dead in the water.Training and development programs must be augmented, adjusted and changedKeep looking for something new or different out there that is right for your latest challengesSkills-based trainingbuilds on awareness training by adding a behavioural aspectequips employees with the skills they need to manage themselves and others in a diverse working environment.It has a genuine impact on the behaviours of employees and the culture of your organisation.Comprehensive Career Development:Important to provide a comprehensive career development services to employees, integrating the process into the overall performance management systemWork with employees to develop individual career development plans that provide opportunities for professional advancement.A clear plan for employees’ long-term development helps to ensure that personnel remain at your company rather than look for other job opportunitiesIt helps to define career paths within the organization
13 Elements of Best Practices for Effective Training and Development Programs Strategy drivenAll training and development programs must cascade down from the overall strategic goals.No programs are developed and implemented unless they produce results that are identified as critical to the strategy or business initiatives.There should be explicit alignment between programs, learning objectives, and business objectives.Positive cost/benefit ratioTraining today is not only strategically linked, but is also subject to the same measurements as every other business activity.It must show a return on the investment, either in the long term or the short term.Best companies now realize that many training and development initiatives take years to fully achieve their goals.
14 Driven through many channels Supported by key strategies, systems, structures, policies, and practices:Organizations that receive a true return on their learning investments ensure that learning is aligned with and directly supported by key areas such as organizational structures, lines of authority, decision making, values, planning, budgeting, career development, information sharing, compensation, performance management, rewards and recognition, staffing, recruiting, and succession planning.These direct links help to both set boundaries and reinforce desired results.Driven through many channelsUtilization of multiple modalities such as the classroom, workplace, blended learning, eLearning, technology support tools, andco-workers to ensure that people get the right skills at the right time, in the right way, and at the right cost to succeed.Modalities are selected to match specific learning styles, business issues, budgets, and cultures.Maximize employee ability and potential through shared accountabilityBest organisations tape the ability and potential of their employees through self-directed training and development.Employees identify their own needs, create individual learning plans, and seek learning opportunities.Training strategies are aimed at knowledge retention and transfer to the workplace, enabling employees to be more effective and to acquire more skills
15 Work-related training Knowledge and skills that are acquired through training and development programs must be relevant and useful, to both the organization and the individual's work requirements.Employees can only participate in programs that will add value to their current and future work effectiveness and will contribute to organizational success.Learning by doingtraining employees by making them perform "real" tasks and projects in a training environment and on-the-job in important . Rather than teaching theory and expecting employees to apply it to their own work.Transferability of knowledge and skills back to the jobmost important elements of best practice training and development is that it is easily transferred back to the workplace.It is achieved through the timing of the training, the quality of the content, and the quality and appropriateness of the delivery method.the maintenance of the new skill or knowledge once training has been completed is crucialLinked to other people-related programs and departmentsBest organisations do not train their employees in a vacuum.In many instances, training is now conducted by line managers, who also perform evaluations, set performance objectives, and draft compensation and promotion systems for the same employees
16 Continuous learning process To drive lasting change in behaviors and habits, best companies ensure that learning occurs before, during, and after scheduled learning events.The process of doing, reflecting, learning, and doing again never ceases.
17 Required Principles and Best Practices Best practice requires that there be:Regular learning needs assessmentBroad range of learning opportunities, both formal and informal;formal offerings in a choice of formats,designed to meet identified needs,in modules structured to cover topics from introductory through advanced.Organizational commitment and leadership from staff developmentContinuing Education (CE) activities design that includes learning objectives aligned with identified needs;follows principles of instructional design and learning theory; selects course instructors on the basis of both subject knowledge and teaching ability;attends to transfer of training and feedback;Consistent documentation of individuals' participation in learning and recognition of continuing learning in hiring and promotion decisions;
18 Evaluation of continuing education and staff development offerings and programs; the main objectives of evaluations are to improve decision-making, resource allocation and accountability.A evaluations must be part of a wider performance management framework.The key value of evaluation is that it allows for in-depth study of performance and independent assessment of effectiveness of other performance management instruments.Evaluation encourages innovation and adaptation to a changing environment and this helps an organisation to stay relevant, continues to learn from feedback about results.Research that assesses the state of Continuing Professional Development (CPD)examines the efficacy and outcomes of continuing education and staff development programsBest practice calls for regular, performance-related learning needs assessmentthat involves individual employees and management, in concert with organizational goals and objectives..Best practice requires that those responsible for providing CE programs or in-service training and development create and/or make available a wide range of activities and products designed to meet identified learning needs.
19 matched with quality assessment of the participating institutions. Best practice requires administrative commitment; formal policiesthat spell out what is expected of both staff and the organization in regard to staff development coordinators who have the support of the administration and the expertise to plan and implement programs.Best practice requires that formal CE offerings be presented by expertsin the topic who are also good instructors. Systems of Continuing Professional Development (CPD) should provide train-the-trainer opportunities.Employers should strive to create a supportive environment in which staff is encouraged to apply what they have learned.Employers should take employees’ efforts to develop skills and knowledge into account when making personnel decisions.Best practice requires that an adequate percentage of an institution’s personnel budget be allocated to staff development.Best practice requires that employers give staff paid time off to attend conferences and workshops relevant to their jobs, and also allow for part of their work time to be spent on learning.Best practice requires that CE providers gather feedback from their learners not only at the conclusion of CE events,but also conduct at least periodic follow-up evaluations to determine what effect the CE has had on practice.The results of evaluation should be used to improve future CE offerings and should also be factored into needs assessments.Best practice requires that there be regular benchmarking studies of best practices in staff development,matched with quality assessment of the participating institutions.Such studies should advance understanding of and implementation of effective CPD and would justify resources expended on it.The conduct of such studies must have cooperation and support from a cross-section of international institutions, and the results have to be broadly shared.
20 “We must become the change we want to see.” Ghandi Thank you