PRINCIPLES OF TRAINING

Providing training in the knowledge of different skills is a complex process. A number of principles have been evolved which can be followed as guidelines by the trainees. Some of them are as follows:

Motivation:

As the effectiveness of an employee depends on how well he is motivated by management, the effectiveness of learning also depends on motivation. In other words, the trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the training must be related to the desires of the trainee such as more wages or better job, recognition, status, promotion etc. The trainer should find out the proper ways to motivate experienced employees who are already enjoying better facilities in case of re-training.

Progress Information:

It has been found by various research studies that there is a relation between learning rapidly and effectively and providing right information specifically, and as such the trainer should not give excessive information or information that can be misinterpreted. The trainee also wants to learn a new skill without much difficulty and without handing too much or receiving excessive information or wrong type of progressive information. So, the trainer has to provide only the required amount of progressive information specifically to the trainee.

Reinforcement:

The effectiveness of the trainee in learning new skills or acquiring new knowledge should be reinforced by means of rewards and punishments. Examples of positive reinforcement are promotions, rise in pay, praise etc. Punishments are also called negative reinforcements. Management should take care to award the successful trainees.

The management can punish the trainees whose behavior is undesirable. But the consequences of such punishments have their long-run ill effect on the trainer as well as on the management. Hence, the management should take much care in case of negative reinforcements.

Practice:

A trainee should actively participate in the training programs in order to make the learning programs an effective one. Continuous and long practice is highly essential for effective learning. Jobs are broken down into elements from which the fundamental physical, sensory and mental skills are extracted. Training exercise should be provided for each skill.

Full Vs Part:

It is not clear whether it is best to teach the complete job at a stretch or dividing the job into parts and teaching each part at a time. If the job is complex and requires a little too long to learn, it is better to teach part of the job separately and then put the parts together into an effective complete job. Generally the training process should start from the known and proceed to the unknown and from the easy to the difficult when parts are taught. However, the trainer has to teach the trainees based on his judgment on their motivation and convenience.

Individual Differences:

Individual training is costly, and group training is economically viable and advantageous to the organization. But individuals vary in intelligence and aptitude from person to person. So the trainer has to adjust the training programs to the individual abilities and aptitude. In addition, individual teaching machines and adjustments of differences should be provided.

Areas of Training:

Organization provides training to their employees in the following areas:
1. Company policies and procedures;2. Specific skills;3. Human relations;4. Problem solving;5. Managerial and supervisory skills; and6. Apprentice training.

Company Policies and Procedures:This area of training is to be provided with a view to acquainting the new employee with the Company Rules, Practices, Procedures, Tradition, Management, Organization Structure, Environment Products & Services offered by the company etc. This acquaintance enables the new employee to adjust himself with the changing situations. Information regarding company rules and policies creates favorable attitudes of confidence in the minds of new employee about the company and its products/services, as well as it develops in him a sense of respect for the existing employees of the company and the like. The company also provides first hand information to the employee about the skills needed by the company, its development programs, quality of products / services and the like. This enables the new employees to know his share of contribution to the organisational growth and development.

Training in Specific Skills:This area of training is to enable the employee more effective on the job. The trainer trains the employee regarding various skills necessary to do the actual job. For example, the clerk in the bank should be trained in the skills of making entries correctly in the edge, skills and arithmetical calculations, quick comparison of figures, entries and the like. Similarly, the technical officers are to be trained in the skills of project appraisal, supervision, follow-up and the like.

Human Relations Training:Human relations training assumes greater significant in organizations as employees have to maintain human relation not only with other employees but also with their customers. Employees are to be trained in the areas of self learning, interpersonal competence, group dynamics, perception, leadership styles, motivation, grievance redresses, disciplinary procedure, and the like. This training enables the employees for better team work, which leads to improved efficiency and productivity of the organization

Problem Solving Training:Most of the organizational problems are common to the employees dealing the same activity at different levels of the organization. Further some of the problems of different managers may have the same root cause. Hence, management may call together all managerial personnel to discuss common problems so as to arrive at affective solutions across the table. This not only helps in solving the problem but also serves as a forum for the exchange of ideas and information that could be utilized. The trainer has to organize such meetings, train and encourage the trainees to participate actively in such meetings.

Managerial and Supervisory Training:Even the non-managers sometimes perform managerial and supervisory functions like planning, decision-making , organizing, maintaining inter-personal relations, directing and controlling. Hence management has to train the employee in managerial and supervisory skills also.

Apprentice Training :The Apprentice Act, 1961 requires industrial units of specified industries to provide training in basic skills and knowledge in specified trades to educated un-employees / apprentices with a view to improve their employment opportunities or to enable them to start their own industry. This type of training is between one to four years. This training is generally used for providing technical knowledge in the areas like trades, crafts etc.

In addition any specialized training as required for the organization is imparted to selective employees intended to take up the assignment. Even employees are sent abroad or sent for special courses in study leave if the employer is ensured by the employee of working in the organization for a certain period of time after the course by some suitable legal undertaking.

Who are you?

Project Manager is a Person who thinks nine women can deliver a baby in One month.

Developer is a Person who thinks it will take 18 months to deliver a Baby.

Onsite Coordinator is one who thinks single woman can deliver nine babies in one month.

Client is the one who doesn't know why he wants a baby.

Marketing Manager is a person who thinks he can deliver a baby even if no man and woman are available.

Resource Optimization Team thinks they don't need a man or woman; they'll produce a child with zero resources.

Documentation Team thinks they don't care whether the child is delivered, they'll just document 9 months.

Quality Auditor is the person who is never happy with the PROCESS to produce a baby.

Tester is a person who always tells his wife that this is not the Right baby.

HR manager is a person who thinks that a donkey can deliver a human baby if given 9 months

PERFORMANCE IMPROVEMENT IS HARDER TODAY

Improving performance just isn’t as easy as it used to be. Why?

For one reason, employees have already experienced every performance improvement program or philosophy out there: motivational programs, process improvement, gurus, consultants, PI, PM, TQM, and ISO 9000! “One person can improve only so much,” today’s employee says to him or herself, “and I think I stretched beyond that limit a few years ago.”

While employers continue to push for doing more with less, employees are saying, “We’re at the zero point. There is nothing left to trim, give up, or reduce. We’re already doing the job in less time and with fewer resources than it takes to perform.” And yet, managers are still being asked to get increased performance from an already overextended workforce. How can this be accomplished?

Making assumption is risky

One hot afternoon a crow felt very thirsty. He went in search of water and could not find it anywhere. At last he came across a pitcher kept in the yard of a house.

He perched on it’s mouth and peeped in. He was overjoyed to see some water. But when he put his beak in, to drink the water, he could not, as the level of water was too low.

The thirsty crow looked around and saw few pebbles scattered in the yard. He had an idea. He picked one of them and dropped in into the pitcher. The level of the water rose a little. Then he dropped pebble after pebble, till he could reach the water drink comfortably and quench his thirst

L1 - Learning Level 1 (lessons from the story)

Necessity is the mother of creativity
Creativity opens out unlimited possibilities
Creativity makes life more meaningful


L2 – Learning Level 2 (experience sharing)
1. Share your experience, where thinking out of the box yielded good result
2. Share why creativity is being seen as a rare commodity
3. Share What does creativity mean to you ?

L3 – Learning Level 3 (introspection)
1. What prevents creativity in a person ?
2. How often I hang on to conventional method ?
3. How much do I use my creative brain ?


Story No :2 (Lateral Thinking)

A party of suppliers was being given a tour of a mental hospital.One of the visitors had made some very insulting remarks about the patients.After the tour the visitors were introduced to various members of staff in the canteen.The rude visitor chatted to one of the security staff, Bill, a kindly and wise ex-policeman.
"Are they all raving loonies in here then?" said the rude man."Only the ones who fail the test," said Bill."What's the test?" said the rude man."Well, we show them a bath full of water, a bucket, a jug and an egg-cup, and we ask them what the quickest way to empty the bath is," said Bill."Oh I see, simple - the normal ones know it's the bucket, right?""No actually," said Bill, "The normal ones say pull out the plug. Should I check when there's a bed free for you?"

Moral :

Having confidence is good but overconfidence may often prove you wrong
Making assumption is risky

Accountability --- The Secret Ingredient to Execution

We all “Talk the Talk”. We understand that we must introduce accountability into the organization if we have any hope of achieving our objectives. Yet, many companies struggle, some unknowingly, with this concept for many different reasons. Long term employees can become complacent, competencies can be limited, a free pass is sometimes given for a variety of reasons and the “Peter Principle” is still alive and in existence today; promoting people beyond their ability to perform.I believe that many employees, often the majority, understand the concept and want to be held accountable. But, what about those that don’t?
Here are some simple concepts that may help you “Walk the Walk”.
·
Make sure you have clearly defined job descriptions and put performance expectations in writing with measureable goals.
·
Demand that every supervisor invest a minimum of thirty minute a month discussing job performance with every one of their direct reports. Record this informal discussion on a 4 X 6 card and put it in a file. When it comes time for the annual performance review, you now have eleven documents--- informal performance discussions--- to guide you in completing the formal annual review. If you don’t do this, burn your annual reviews. They are worthless.
·
Do not accept incompetence, don’t give free passes. It can become cancerous and effect the entire organization. It is rare that you ever terminate an employee and other employees don't wonder what took you so long.
·
Practice and train supervisors on coaching and mentoring. Document all performance discussions. When an employee is struggling, do everything in your power to help them including additional or remedial training. Don’t neglect using probationary status as a tool to make sure the employee knows you are serious and provides an opportunity for them to turn things around but with a timeline of patience defined.
·
Make sure you have a good new employee orientation program. Consider having a new employee sponsor for each new employee for a 60 to 90 day period. Compensate this champion.
·

As a leader, you must demonstrate, by example, a low tolerance for mediocrity.

Mind Map

To make notes on a subject using a Mind Map, draw it in the following way:

1. Write the title of the subject you're exploring in the center of the page, and draw a circle around it. This is shown by the circle marked 1 in Figure 1, above.
   
2. As you come across major subdivisions or subheadings of the topic (or important facts that relate to the subject) draw lines out from this circle. Label these lines with these subdivisions or subheadings. These are shown by the lines marked 2 in Figure 1.
   
3. As you "burrow" into the subject and uncover another level of information (further subheadings, or individual facts) belonging to the subheadings above, draw these as lines linked to the subheading lines. These are shown by the lines marked 3 in Figure 1.
   
4. Finally, for individual facts or ideas, draw lines out from the appropriate heading line and label them. These are shown by the lines marked 4 in Figure 1.

As you come across new information, link it in to the Mind Map appropriately.

A complete Mind Map may have main topic lines radiating in all directions from the center. Sub-topics and facts will branch off these, like branches and twigs from the trunk of a tree. You do not need to worry about the structure produced, as this will evolve as you develop your mind map.

Pretty Girl

Tanzan and Ekido were once travelling together down a muddy road. A heavy rain was still falling.

Coming around a bend, they met a lovely girl in a silk kimono and sash, unable to cross the intersection.

"Come on, girl," said Tanzan at once. Lifting her in his arms, he carried her over the mud.

Ekido did not speak again until that night when they reached a lodging temple. Then he no longer could restrain himself. "We monks don't do near females," he told Tanzan, "especially not young and lovely ones. It is dangerous. Why did you do that?"

"I left the girl there," said Tanzan. "Are you still carrying her?"

A Cup of Tea

Nan-in, a Japanese master during the Meiji era (1868-1912), received a university professor who came to inquire about Zen.

Nan-in served tea. He poured his visitor's cup full, and then kept on pouring.

The professor watched the overflow until he no longer could restrain himself. "It is overfull. No more will go in!"

"Like this cup," Nan-in said, "you are full of your own opinions and speculations. How can I show you Zen unless you first empty your cup?"

Communication --- Improving Your Writing & E-mail Skills

Effective communication is one of the most difficult skills to learn. This is especially true because the majority of us has abandon the old fashion person to person, face to face communication that we all had to use in the 70’s and 80’s.

Today, most of us have a tendency to use e-mail as our primary communication channel. Yes, it is extremely efficient. It’s easy. But, there are sharks swimming in our pool of e-mails. It is often extremely difficult to really express our true feelings in an e-mail. They are often misinterpreted. It is difficult to be convincing and express our passion. But, e-mail and other forms of written communication are here to stay. So…. It would behoove us to create and develop better writing skills.

Follow these guidelines.

Before you type one word, ask yourself why the person you are communicating to should even want to read it. What will it do for them? Why do they need this information?

Express your thoughts based on their needs and not yours. Avoid using the “I” word.

Your first sentence should grab their attention but don’t make stuff up or try to be over dramatic. Be honest and truthful. Refer to common goals or common truths. Try to create an understanding.

Be careful of using the “Bold” key and capital letters. The reader may view words that are all caps like you are yelling at them.


Do not use words that try to show how smart you are. Write in the reader’s language. Try to write at a level no higher than high school. Nobody cares that you know what disingenuous means.

Keep your message as positive as possible. If you have to deliver a negative or extremely disappointing message, pick up the telephone and call the person. Most telephones still work.

Language – oh it can be so difficult. Use crisp clear words. Don’t use words that can be ambiguous or easily misinterpreted.

Close your message with a call to action. Let your reader know exactly what you would like them to do.

Good to Great

1. Look at life through your manager's or project sponsor's eyes. Treat your project sponsor's problem as if they were your own.
2. Respond to emails within 24hrs of receipt.
3. Know your colleagues and their preferences – Some people like the "personal touch" while others are "just business."
4. Smile. Use eye contact.
5. Communicate roadblocks early. Don't let an issue turn into a serious problem.
6. Know and follow the rules of proper etiquette – both domestically and internationally.
7. Show your appreciation to the people with whom you work.
8. Check emails prior to meetings to check for new developments that might affect the agenda.
9. Deliver a completed product without open items.
10. Prepare your To Do list at the end of each day. Continuously update this list as new tasks and responsibilities develop.
11. Set expectations for time frames on all work so you can prioritize. Obtain input from your project sponsor or manager as you develop a detailed plan for delivery.
12. Be responsive and meet deadlines – your project sponsor or manager should never initiate the follow-up.