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FREE online courses on CRM - Developing People - The Key To Success - Boost Them - Integrate Off-the-Job Training

 

There are times when your men need to get away from the pressure and immediacy of their workplace to develop technical skills/ up-date professional qualifications. Applying this acquired know-how is always the hard part. But transfer of newly acquired skills to the permanent workplace is the raison d'etre for acquiring them, in the first place! It could be the boss who is responsible for this lacuna, the exposure should not have been allowed in the first place. There are few things more demoralizing than having to live with unutilized capabilities. If the boss is perceived as the instigator of growth as well as the one who ensures it gets properly harnessed, it can do wonders for staff morale. If you, as Boss, feel jittery of your subordinate's abilities, then you should regard them as yet another resource for optimum utilization, or learn some new skills yourself.  This is why an integrated approach to development must be adopted, to begin with, a team approach which takes care of problems before they arise. Six steps are suggested to ensure this happens:

 

 

Identify the need:

 

 Training, per se, is no remedy for below-par performance on someone's part (and may cause affront) unless, of course, a specific need has been carefully identified.

  • Decide on the method: Select carefully with an eye on efficacy and cost-benefit, but cost cutting or duration-factors should not predominate.

 

  • Pre-briefing: can take place at time of selection of person/ program.

 

  • Plans and expectations are clearly conveyed. Appraise standards of performance/ appraisal.

 

  • Participation during training:  Should normally be avoided except at crucial stages, to ensure that inputs important to on-the-job performance get the necessary coverage.

 

  • De-briefing : should take place as soon as possible after training so that you can discuss and decide final ways/means to use the inputs, perhaps with a 6-month work-plan

 

  • Review: enables realistic assessment of training benefits as well the effectiveness of training method/ ‘course'

 

 

If all this sounds like an awful lot, then remember it's basically about attitudes that are important to the value-structure of the company, your own assessment by your seniors as well as responsible use of organizational resources.

 

QUESTIONS:

 

1.       Are outside training programs an absolute waste, or do they have some utility? If so, when and how?

 

2.       How would you go about selecting a relevant training program outside the company, for your staff?  What precautions would you take to ensure that the effort/ money spent does not go waste?

 

 

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