Assess Training Needs To Boost Professionalism
Wed 23rd March 2011
Although it may seem simple to identify where workers could benefit from specific tutorials, this is not always the case, especially if they are reluctant to embark on new learning paths. In addition, new recruits may have brought much-needed skills and experience to your firm, making it harder to identify where any deficits lie.
When to train?
The most obvious time to schedule sessions with a training provider is when performance problems manifest, but as mentioned above it can sometimes prove difficult to pin down why some employees are not getting to grips with their new roles. Sometimes seasoned workers will start to experience difficulties for no apparent reason, and this could be linked to their own performance or that of poor managers and co-workers.
Another time that tutorials are often booked is when the organisation has decided to introduce some kind of changes. These may regard new software and technologies, as well as management alterations. If you are concerned how well staff may adapt to alterations, then you're free to book courses that address change in workplaces.
Performing a training assessment
It's essential that you thoroughly investigate the training needs of yourself or workforces. If you do not, you might find that workers are not booked for enough tutorials to address the problem, or perhaps they embark on courses that they do not need to attend, which wastes their time and your money. As well as finding out what kinds of sessions may benefit them, you ought to make sure they are supported after completing courses and the necessary top-ups and extra tutorials are added if needed.
A simple way to find out whether your fellow colleagues could do with some additional learning is to ask them. They may by well-aware of any skills gap and if they do recognise their own training needs it's possible they're also be more open to attending courses. These meetings can take the form of structured interviews where you ask them specific sets of questions or more informal catch-ups.
These one-to-one get-togethers are good for building rapport and trust between you and your workers. Also, it gives you a chance to understand the motivation of employees and whether they have enough will to complete their daily roles. If this appears to be lacking then training can give them new skills to accomplish tasks, or you may introduce new responsibilities.
If you'd like to get a broader view on the thoughts of your workforce regarding training then you may like to schedule conferences, where you take on board the observations of several workers at once, if these are backed up questionnaires then you'll be able to get more information on colleagues' thoughts. Sometimes, workers do not know that they could benefit from training, especially if they have developed an inefficient but workable way of coping with new technologies and software.
At times like this, you could try observing your colleagues to see how they get on with the tasks concerned. This tactic is used by many companies where the role of employees is of a practical nature.
When you employee joined your company they received a contract of some kind that broke down their job roles into several different areas. It's essential in the early days to go through each task and make sure that workers are skilled or will receive training in areas that they are not. Following a period of employment, you can then look at their performance and compare it to job descriptions as a guide to how well they are dealing with their tasks and responsibilities.
These appraisals are very useful and used often by companies around the world to gauge the training needs of clients. This makes the contract very important and you ought to spend a good amount of time checking that they detail all the tasks required and that your worker can fulfill the role, or is open to sessions via a training provider.
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