1. Coaching & OJT: Two Ways to Solve Three Employee Development Dilemmas dennis.wade@ppldev.com

2. 2Objectives Address three employee development dilemmas: “I have a limited budget for training classes.” “Back on the job, my employees don’t apply what they learn in training classes.” “There isn’t a specific class for what my employees need to know.” Stimulate participants to get employee development off the “back burner.”

3. 3 Agenda 1.Overview 2.How coaching addresses the three dilemmas 3.How OJT addresses the three dilemmas 4.Comments and questions (also any time during presentation)

4. How Coaching Addresses the Three Dilemmas

5. 5 Coaching Is… Helping another to achieve her/his goals by empowering rather than telling Affected by the changing paradigm of management

6. 6 Two Hats of Management  Managing  Focuses on getting things done  Getting things done: directing by telling   Coaching   Focuses on developing people   Developing people: guiding by asking

7. 7 Which hat? 1. An employee needs you to bring in a temp to help complete a project 2. An employee doesn’t have a specific required skill 3. An employee doesn’t meet expectations from time to time 4. Your boss is hindering the progress of one of your employees 5. Your team needs a new tool to do a task 6. An employee consistently doesn’t meet expectations

8. 8 Coaching Opportunities Coach an employee when she/he needs: OJT Encouragement Motivation Alignment Realignment

9. 9 Coaching Model

10. 10 Effective Communication Be flexible Notice Outcome Internal state

11. 11 Coaching Also Involves Well-formed outcomes Backtracking (paraphrasing with their words) Challenging Precision model

12. How OJT Addresses the Three Dilemmas

13. 13 Background OJT and SOJT The value of SOJT OJT vs. SOJT What does it take?

14. 14 The Value of SOJT Training is consistent Proven system: trained the same way Training is efficient Proven process: trained in less time Training is effective Proven methods: trained right the first time

15. 15 Informal OJT vs. Structured OJT Done at or near the job site Provided by job experts One-on-one or small group Job experts create materials for trainees Systematic: scheduled, consistently demonstrated, tested, and measured Done at or near the job site Provided by peers One-on-one or small group Trainees takes notes while peer demonstrates Unsystematic: “Let me show you…Got it?”

16. 16 What it Takes

17. 17 What is a job aid? A task or procedure written in a format that helps trainers do a better job and helps employees learn more effectively Use job aids to teach employees a variety of work-related skills (e.g., write reports, create purchase orders, analyze policy). A job aid should be SMART

18. 18 SMART Job Aids S - Start the task when they should M - Get the correct materials A - Perform the correct actions R - Produce the desired result T - Meet task standards

19. 19 Wrap-up Final questions or comments? Items on a table dennis.wade@ppldev.com (916) 337-8255 Thank you!