Training Courses
Training is generally defined as "change in behaviour" - yet, how many trainers and managers forget that, using the term training only as applicable to "skills training"? What about the human element? What about those very same people we want to "train"? What about their individual beliefs, backgrounds, ideas, needs and aspirations?
In order to achieve long-term results through training, we must broaden our vision to include people development as part of our strategic planning. Although training covers a broad range of subjects under the three main categories (skills, attitude, knowledge), using the term "training" without linking it to "development" narrows our concept of the training function and leads us to failure.
When we limit our thinking, we fall into the traps of:
- classifying people into lots and categories
- thinking of "trainees" as robots expected to perform a job function
- dismissing the individual characteristics of people and the roles they play
- focusing only on "what needs to be done" without adequately preparing the trainees involved to accept and internalise what is being taught.
We are dealing with human thoughts, feelings and reactions which must be given equal (if not more) attention than to the skill itself. We thus create a double-focus: people development and skills training. These two simultaneous objectives will give us the right balance and guide our actions to reach our goal.
To clarify our training and development objectives, and identify our criteria for success, we must ask ourselves a few questions:
- Do we expect an automatic, faultless job performance?
- Does attitude count?
- Does goodwill count?
- Do loyalty and dedication count?
- Does goal-sharing count?
- Does motivation count?
- Do general knowledge and know-how count?
- Do people-skills count?
- Does an inquisitive mind count?
- Does initiative count?
- Does a learning attitude count?
- Does a sense of responsibility count?
- Do team efforts count?
- Do good work relations count?
- Does creative input count?
- Do we want employees to feel proud of their role and contribution?
How can we expect such qualities and behaviour to be demonstrated by our employees if we consider and treat our personnel as "skills performers"? However, we could achieve the desired results if we address the personal development needs of the employees involved.
When we plan for both "training" and "development", we achieve a proper balance between the needs of the company and those of the trainees. The synergy created takes us to new levels, to a continuing trend of company growth.
Our consideration of the people involved results in higher levels of motivation, greater goal-sharing, and an increased sense of partnership. Not only do the employee-trainees perform at the desired levels, but they offer to the company and its customers their hidden individual gifts and talents, and this reflects itself in the quality of service. Customers feel and recognise efficient performance, motivation and team-work. They become loyal customers.
FAS Ireland
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