Good training makes the difference
To develop effective job training in today’s labour crunch is crucial. It is critical to carefully plan new hiring programs and to educate employees about the values, history and ‘who’s who’ in the organization. Studies have found that training often goes to waste because participants do not have the opportunity to put their training into practice, or supervisors do not reinforce the training after it is delivered.
Most trainers put their efforts into planning and delivering the training content. But the actual task of training programs is to change behaviour, which is neglected in most cases. This is the reason why reinforcement should be not left to line managers and the trainers must stay involved. They need to make sure that people have opportunities to implement what they have learned by providing tools to them, running refreshers and measuring results.
While new techniques are under continuous development, several common training methods have proven highly effective. Good learning and development initiatives offer a combination of several different methods that, blended together, could produce an effective training program.
Orientations - Orientation training is vital in ensuring the success of new employees. Whether the training is conducted through an employee handbook, a lecture, or a one-on-one meeting with a supervisor, newcomers should receive information on the company’s history and strategic position, the key people in
authority at the company, the structure of their department and how it contributes to the mission of the company. The company’s employment policies, rules, and regulations are also delivered through a well-designed orientation process.
Lectures - Lectures are particularly useful in situations when the goal is to impart the same information to a large number of people at one time. They eliminate the need for individual training; lectures are among the most cost-effective training methods. But lectures are appropriate if the idea is only to disseminate information. Since they primarily involve one-way communication, they may not provide the most interesting or effective training. In addition, it may be difficult for the trainer to gauge the level of understanding of the material within a large group.
Case study - It is a non-directed method of study whereby trainees are provided with practical case reports to analyze. The case report includes a thorough description of a simulated or real-life situation. By analyzing the problems presented in the case report and developing possible solutions, trainees can be encouraged to think independently as opposed to relying upon the direction of an instructor. The main benefit of the case method is its use of real-life situations. The multiplicity of problems and possible solutions provide the trainee with a practical learning experience rather than a collection of abstract knowledge.
Role playing - Trainees assume a role and play out that role within a group. A facilitator creates a scenario that is to be acted out by the participants. While the situation might be contrived, the interpersonal relations are genuine. Furthermore, participants receive immediate feedback from the facilitator, allowing better understanding of their own behavior. This training method is cost effective and is often applied to marketing and management training.
Simulations - Simulations are structured competitions and operational models that emulate real-life scenarios. The benefits of games and simulations include improved problem-solving and decision-making skills, a greater understanding of the organization, the ability to study actual problems, and the power to capture the trainee’s interest.
Computer-based training - It involves computer-based instructional materials as the primary medium of instruction. The use of computer-based training enables a small business to reduce training costs while improving the effectiveness of the training. Costs are reduced through reduction in travel, training time, operational hardware, equipment, etc. Effectiveness is improved through standardization and individualization. The present age of cloud computing has increased the flexibility and possibilities of CBT programmes.
Team-building exercises - Team building is the active creation and maintenance of effective work groups with similar goals and objectives. Not to be confused with the informal, ad-hoc formation and use of teams in the workplace, team building is a formal process of building work teams and formulating their objectives and goals, usually facilitated by a third-party consultant. Team building is commonly initiated to combat poor group dynamics, labor-management relations, quality, or productivity. By recognizing the problems and difficulties associated with the creation and development of work teams, team building provides a structured, guided process whose benefits include a greater ability to manage complex projects and processes, flexibility to respond to changing situations, and greater motivation among team members. Team building may include a broad range of different training methods, from outdoor immersion exercises to brainstorming sessions. Analysts term the cost of using outside experts as a drawback in this context.
Apprenticeships and internships - A form of on-the-job training in which the trainee gets a chance to work with a more experienced employee for a period of time, learning a group of related skills that will eventually qualify the trainee to perform a new job or function. Apprenticeships are often used in production-oriented positions. Internships are a form of apprenticeship which combines on-the-job training under a more experienced employee with classroom learning.
Job rotation - Employees move through a series of jobs in order to gain a broader understanding of the requirements of each. Job rotation may be particularly useful in small businesses, which may feature less role specialization than is typically seen in larger organizations