Employee Training Execution

Managers having the discipline to train and develop their employees and advance their professional growth is like eating properly and exercising regularly; they are all worthwhile activities that can be postponed or avoided entirely.   Terms like “alignment” and “development” often strike fear into managers’ hearts. To some managers, employee training feels like an effort that requires time and and expense that pulls the employees away from “essential” job responsibilities.  Aligning employees and managers with clear goals during the execution of employee training is essential to a team’s performance excellence. By applying management reinforcement to the learning experience, learners will inherently adopt the new skills, knowledge, and behaviors.  By making managers a vital part of the employee training process it empowers managers to support employees after the training program ends and achieve lasting performance improvements. Below are some ways managers can support employee training:

 

  1. Promote a learning culture and bolster the value of employee development:

It’s the manager’s responsibility to make it clear that employee development is a top priority. Training programs should incorporate managers into structured post-training activities. A manager’s role in training and development includes communicating through words and action that the company values their employees’ growth. Managers must also demonstrate they value employee development by giving them the time they need to fully participate in the training activities.

  1. Offer an insight into employees:

When building a training program it is imperative to involve the managers insight into the workforce.  The constant interaction between manager and employee can be leveraged to improve training and foster a learning culture within the organization. It is the managers’ responsibility to ensure that employees perform the responsibilities of the job. Given their knowledge of specific job requirements, and the business’s development needs, managers are an invaluable source of first-hand information about which skills are most important to train employees.

  1. Create opportunities for practice:

New skills and knowledge gained during training won’t stick if learners don’t get a chance to apply them in the workplace.  Organizations run the risk of wasting a significant portion of their training investment if employees aren’t given the opportunity to practice.  Managers should collaborate with trainers to provide employees with opportunities to practice what they’ve learned in activities like role-plays with colleagues.  Managers can also provide hands-on feedback when employees apply the new skills in real world scenarios. 

  1. Set training goals and create a “Learning Agreement”:

A key part of a manager’s role in training and development is to support their team in setting meaningful and achievable goals and plotting out the road to achieve them. Training goals should relate to job-specific skills and broader professional development activities. To increase effectiveness, managers and employees should sign a training contract before training. A training contract is a mutual learning agreement between managers and employees that engages managers in the training process. These learning agreements are ideal for ongoing training programs to keep track of employee progress. This contract gives the manager and employee the opportunity to discuss and agree upon the expectations of their participation in the training activities. To hold employees and managers accountable, employees report back to their managers after completed training to discuss what they have learned and how they will apply the key learning of the training.

 

The learning agreement sparks great conversations centered around the  following:

  • Reflection: The managers and employees will reflect on where they have been, and what tools and techniques they’ve learned and practiced in class. This type of self-reflection will help them transform learning into productivity.
  • Anticipation: Get managers and employees to understand the big picture. This will build an anticipatory mindset in the team.  This mindset will help managers and employees prevent problems before they occur. This mindset sets up change for growth and advancement.  What are they committing in doing to make their tasks and team effort more effective and efficient in the future?
  • Awareness: This is the sweet spot, where awareness and anticipation combine into organizational opportunities. This is where the manager and employee jointly determine how to successfully integrate the learning into daily operations. 

 

In the book “The SADE Operational Model”, from Create INterest, useful material is packed on the pages to get teams to align, develop, and execute. The book serves as the basis for employee engagement and supports valuable training solutions that can be put into practice today.

 

Visit www.createINterest.net to learn more. Train to win.