Developing Effective Training Programs

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Effective training programs require solid planning. The main
priority in training, for a business, is to ensure that the employees
get the skill sets required to perform the job functions completely.
This requires a firm knowledge of the business processes and business
culture involved. In many cases, a business will need to develop their
own materials and information sources. The proprietary nature of many
business processes makes this even more likely. Depending on the
subject matter to be covered, however, resources may be available. For
hardware and software being used, there will often be tutorials and
informational packets available from the manufacturer or distributors.
For internal processes, employee handbooks, job descriptions and
policy/procedure manuals may be good sources of information. If these
do not exist, an organization would be well served by developing them
at the same time as the instructional materials. Once data sources are
assembled, it is time to develop the framework of the sessions. The
training guide is a basic outline of topics, not a detailed
information source. This gives the employees a time line for the
training, the main process areas to be covered and what they can
expect to learn from the training in relation to their job functions.
The rest of the training plans will come out of this framework.

The next level of development is the individual training session
plans. In business, it is likely that training will be accomplished in
a single session or multiple sessions over a brief period of time.
Unlike academic education, where topics can be covered in detail over
a long time period, business requires efficient learning and rapid
uptake of information. Most businesses need employees to begin
producing results as soon as possible. It is still wise to develop
separate lesson plans for each process. This takes the basic topic
listed in the training guide and covers the subject matter in greater
detail. Specifically, each of the main components of that process
should be addressed, with enough detail to provide clear instruction
on how to perform the job functions from start to finish for the
process. Often small, but important, process information is left out
of training, as it has been informally adopted by employees who have
found a more efficient or simpler way to accomplish the company tasks.
Talking to current employees and observing them in the performance of
their duties should minimize this problem.

At this point in the development process, the trainer will want
to determine the methods to be used in training sessions. These
include videos, demonstrations, PowerPoint presentations, graphs,
charts, expert speakers and employee lead presentations, as well as
hand on skill development sessions. These are listed within the
training guides where they will be utilized. It ensures that the
required supplies and equipment are available. Material needs should
be clearly assessed and expressed so that arrangements can be made
ahead of time, should that be required. Never underestimate the
importance of planning, resources must be available when needed to
ensure successful execution of training programs. Greater lead time
given decreases the likelihood that problems will arise. Be proactive.
In the case of job training, a hand on use of the techniques and
processes is often best. Utilizing a safe environment to practice the
requisite skills can ensure that the knowledge is applied accurately
and consistently. This training method also allows for repetition to
reinforce the training over time. Ideal safe methods would be an non-
networked computer, running the hardware and software used in the
actual job performance, and a training room with scaled down versions
of any line processes or production chain processes involved in the
job performance. It is important to be able to accurately run through
the system from start to finish ensuring smooth work flow in the
"real" job performance.

When the planning phase is over, it is time to perform.
Controlling the room is a requirement for effective training. The
methods for this can be vastly different depending on the employees'
education and skill levels, setting, position of authority of the
trainer and employee buy-in on the subject matter. Certain factors
which contribute to control of the room will be addressed. First is
demonstrating a competency in the subject. If the employees believe
that the presenter lacks credibility he/she will have difficulty
creating buy-in. For training sessions with long-term employees, their
knowledge of the processes may, and often will, exceed that of the
trainer. Acknowledgment of that fact will go a long way towards
gaining the cooperation and respect of the employees. Asking for
feedback and input from the employees, before, during and after the
training will often contribute to the success of the training program
as well. Don't rely solely on notes; be able to answer questions
adequately from your pre-training preparation. It is also key to offer
training assertively. Appearing uncomfortable or agitated is not
conducive to holding the attention or respect of the employees
effectively. Being audible is crucial to effective training. If a
trainer can not be heard clearly, he/she cannot effectively train any
group. Fortunately there are products today which allow trainers to be
heard, from wireless microphones and speakers to PA systems and
professional sound systems. Depending on the trainer's needs these can
be coordinated with computer presentations, videos and audio units as
well as microphones. Wireless, hands-free paging and PA systems are
often ideal fits for training sessions, as the audience is normally
smaller and demonstrations of processes often requires free use of
hands. They may also be scaled for venues of differing sizes and
acoustic qualities. Once again, it is crucial to plan for the needs of
the trainer and the employees to be sure that adequate resources are
available. Training sessions should be planned well in advance and
scheduled to avoid serious disruptions to productivity. In emergency
situations where immediate training must be done to fix serious system
problems, it may be necessary to shut down systems and train all
personal at once to avoid catastrophe, but this should be rare if
ongoing training programs are in place.

Gauging effectiveness and responding appropriately is the final
component of an effective training program. Often, surveys are used at
the ends of training sessions to determine the success or failure of
methods used. This method may not provide accurate feedback, as it is
highly subjective. This can, however, be a great source of information
for adjusting and improving training programs based upon employee
experience with systems in the "real world." Job performance on an
individual and departmental level is a prime measure of effectiveness.
If productivity rises after implementing training programs, they are
likely effective, although other factors must be looked at as well to
account for possible changes in productivity. If possible, pre-
training performance testing, or benchmarking, followed by post-
training testing is the optimal effectiveness gauge, as it provides a
baseline for performance prior to the training and a demonstration of
the knowledge gained through training sessions. In business training,
supervisors must participate in the follow-up as well, as they must be
observing whether or not the new policies, procedures and methods are
being used by the employees. Often, without such supervision and
follow-up, employees will simply continue to do what they have always
done, as familiarity makes that easier than change.

Increased effectiveness should result from the use of these
strategies in business training settings. In summary planning is
crucial to success, but it must be followed up by quality execution
and metrics to determine effectiveness. Where plans fall short of
expectations or needs, adjustments should be made and the process re-
entered until an optimal training program has been found. With the
ever changing technologies, methods, and legal/regulatory environments
in business today, it is imperative for businesses to maintain up-to-
date training classes in order to remain competitive and compliant.

Scott Schwartz - SDS Consulting Group - Greenwich, CT - 203-979-9822 -
http://www.ctoutsourceservices.com<br>
Full service independent consultant. Services offered include
Curricula Design, training program facilitation, presentation design,
marketing campaigns, database design, document design, system designs
and strategic planning at costs that small businesses can afford.
Local source for small business outsourcing. <br>
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