Design of training


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Design of training

  1. 1. Humantalents InternationalDesign of Practical Training andApplications of the Design Principles ofTrainingJayadeva de SilvaMini caseYou get a request from a head of a major division, who is convincedthat most of his people dont know how to resolve conflictseffectively.Recounting several recent incidents that support that conclusion, Hesays hes going to require all employees in his division to attend aworkshop on conflict resolution within the next two monthsHe asks you to find one.What would you do?Training“Training is the act of increasing the knowledge and skills of anemployee for doing a specified job, it can be viewed as a systematicplanning process which has its organizational purpose to impart andprovide learning experience. This is done with a view to bring aboutimprovement in an employee and thus enabling him to make hiscontribution in greater measure in meeting the goals and objectivesof the organization” 1Please send a blank e mail to to obtainFREE membership
  2. 2. Humantalents InternationalDesigning formal training is time-consuming and expensive. Once itis designed, however, it needs updating only as operational changesare instituted. Every new employee may then be trained using thetraining plan and all materials that are already prepared. There is aninitial investment of time and money, of course, but thereaftertraining is consistent and convenient.The idea is similar to management delegating certain responsibilities.It is usually faster to just “do it myself” than to take the time andenergy to show someone else how to do it. However, once the initialeffort has been expended, the employee can take the delegatedresponsibility and free the manager for other tasks. Many employeesexcel when given opportunities to take on more responsibility. Andso with formal training it better prepares an employee to do the joband, after the initial effort of design, is ready and available for useevery time a new employee joins the team.There are few key aspects of good design are as following:We shall illustrate these using an example from the banking sector1. Initial TrainingFor an example, according to experienced trainers in the bankingsector, initial teller training of a bank should take no less than twoweeks. After that time period, the new teller should be assigned a"buddy," someone to work with for a period of two weeks, then intheir own window with their "buddy" in the window next to them tomake it easier to ask questions and seek assistance. Supervisors tellme that it takes approximately six months before a new bank teller isfully integrated into the job. So make sure the new teller has a lifelineuntil theyre confident and competent and your evaluation of theirperformance meets or exceeds the acceptable 2Please send a blank e mail to to obtainFREE membership
  3. 3. Humantalents International2. Written ProceduresThe saying goes, "the road to success is paved with good intentions."In the case of having well-trained bank tellers, the road to success ispaved with written procedures. Written procedures become thebackbone of all training as well as the reference points for tellers whoneed to find information or brush up on how to complete a task orfunction. Once written and tested for accuracy, make sure theprocedure finds a permanent home on the companys Intranet whereall employees have access to the information.Changes to procedures will occur, so make sure that only one personhas the responsibility to update the procedures on the Intranet. It isimperative that the written procedures are current. Design a non-flexible approach to conveying when changes occur so that branchesor the back office are not overlooked or dont get notified aboutchanges. No one should have outdated, printed copies of proceduresthey refer to - utilize the Intranet and keep the procedures current.3. Customized Training ManualA great tool for initial bank teller training is a customized tellertraining manual. First and foremost, the manual specifies what isexpected of the teller. Everything included in the manual conveys theexpectations of an exceptional teller. The manual details all thefunctions, forms, systems, etc. the teller will utilize to do their jobalong with step-by-step instructions on how to access the system tocomplete the function.In addition to those items mentioned above, other things you shouldconsider including in your customized teller training manual are:communication skills, the keys to exceptional customer service, salestechniques, compliance and regulatory (as it pertains to the teller),policies regarding check cashing, receiving tax payments, wires, itemssent for collection, fraudulent items and, of course, what to do ineach of these 3Please send a blank e mail to to obtainFREE membership
  4. 4. Humantalents InternationalThis list is by no means inclusive; the manual needs to represent allthat the bank has determined an exceptional teller needs to know toaccomplish and meet that goal.4. Ongoing TrainingOngoing teller training should definitely occur when there has been achange to a system, procedure, process, function, or regulation, orwhen the employee cannot properly perform any of these. I wouldalso recommend that your bank take a look at those critical successfactors and make certain you build some ongoing teller training daysinto your calendar for those as well. For instance, tellers need to bereminded periodically what to do in case of a hold-up, how to handleangry and difficult customers, how to stay positive, how to dress andbehave in a professional manner, as well as how to sell and persuade,how to listen for meaning, how to maintain security codes andpasswords, how to detect fraud, and product and service knowledge,etc.5. Training TopicsThe topics for ongoing teller training are numerous and are onlylimited by what you perceive a teller should know to be successful.Time management, stress management, presentation skills, computerskills (basic and advanced), problem-solving skills, decision-makingskills and leadership skills are a few I would add to a tellers ongoingtraining skill sets.6. When to TrainBankers have a lot of special days in banking, so when to train canbecome a nightmare. Supervisors will say, "No Mondays or Fridays,""Never the day before or after a holiday," "Not on the first, third,fifteenth, or end of the month." Not many good training days left!Since time is at a premium, I would utilize every avenue I could tomake training 4Please send a blank e mail to to obtainFREE membership
  5. 5. Humantalents InternationalInternal webinars and/or video conferences allow you to conducttraining without inviting bank tellers to one location. Lunch andLearn sessions where the bank buys the lunch and provides thetraining during a lunch period can be an ideal way to impart learning,especially for those ongoing training topics where reminder andenhancement is what youre after.Some ongoing training may be handled within an hour or two at themost. After-hours and Saturday training can cause some moans fromtellers and trainers alike, but by making it fun and giving away a fewprizes, you might find tellers eager to attend. Send tellers to publicprograms designed especially for tellers. Invest in online programsspecifically tailored for bank tellers. I would utilize some of theseasoned tellers to help deliver training. Its a great way to reward agood performer, and the person training always learns the most.Do a web search for bank training options and investigate whatworks best for your bank and budget. Subscribe to websitenewsletters that have information your bank tellers need to know.Send out training packets where the tellers read the enclosedinformation, answer prepared questions, and sign a sheet they haveread and understood the information, sending back to the trainer (oryou) the questions page and the sign-off sheet.7. EvaluationIn all training circumstances, evaluation is the key to know if thetraining is sticking, if the knowledge is imparted, and if the learningoccurred. Interaction Trainings free Teller Observation Form is awonderful tool for evaluating if the bank teller is performing tostandard. If you see patterns tied to not balancing or errors, it mightindicate what needs more attention in training or what training mightneed to be enhanced. If the evaluation indicates a teller is notperforming to the standard, then the supervisor has an obligation tocoach the bank teller to better 5Please send a blank e mail to to obtainFREE membership
  6. 6. Humantalents International8. CoachingCertainly, training might not be the issue. Only by coaching will thesupervisor determine whats preventing the bank teller fromperforming to expectation and help them with a plan forimprovement.Todays bank teller is expected to know more and do more than everbefore. Preparing and developing the bank teller for this awesomeresponsibility takes dedication, determination and commitment to awell-developed and executed training plan.“Perhaps the biggest trap that trainers fall into is developing training for problemsthat training just won’t fix - Tom Barron “When Things Go Haywire” Training & Development 6Please send a blank e mail to to obtainFREE membership