The document discusses training and its importance for developing employee skills. It describes different types of training like instructor-led, on-the-job, and computer-based. It also outlines principles for effective training like presenting one concept at a time and using feedback. Finally, it discusses laws for training like the manager having expertise, using common language, and reviewing to reinforce learning.
The document discusses important skills for managers, including strategic thinking, time management, communication, problem solving, collaboration, financial skills, and interpersonal skills. It also outlines the coaching process managers should follow, which includes building trust, setting goals, exploring alternatives, getting commitments, and providing feedback. Different types of formal performance review meetings are described, such as for setting objectives, reviewing development plans, and determining merit/salary, and these typically follow sequentially on a quarterly or annual basis.
This document provides guidance for conducting employee performance reviews. It outlines how to prepare for the review meeting by considering the employee's performance requirements, conditions, efforts, and accomplishments. It also discusses how to structure the meeting by setting an agenda, presenting performance information and feedback, discussing the performance rating, and putting together an action plan. The key aspects of an effective review meeting are presenting factual information, focusing on performance not personal issues, engaging the employee in discussion, and gaining their acceptance of the review outcome.
Coaching PowerPoint PPT Content Modern SampleAndrew Schwartz
129 slides include: the characteristics and skills of coaches, benefits of coaching, techniques for coaching, the "we need to talk" coaching meeting, dealing with poor performance, avoiding coaching pitfalls, 6 - step coaching model, a 1 minute guide to praise/ reprimands, discussing recurring problems, modeling coaching behavior, building a coaching atmosphere and assessing your coaching style, utilizing open and closed questions, how to's and more.
This document provides resources and templates for evaluating a script supervisor's job performance, including:
1) Links to free eBooks and forms for performance appraisal phrases, methods, and tips for writing self-appraisals.
2) Sections in a sample evaluation form to rate performance factors like skills, communication, decision-making, and areas for improvement.
3) Example phrases for evaluating a script supervisor's attitude, creativity, and decision-making skills.
The evaluation form and resources aim to standardize the performance review process for script supervisors.
The document discusses various topics related to management consulting including the definition of management consultancy, skills required, public perception of consultants, outsourcing opportunities and challenges, and a brief history of the quality revolution highlighting contributions of Walter Shewhart and Joseph Juran. It provides an overview of management consulting from different perspectives.
The document discusses the concepts of careers and career planning. It defines what a career is, the different stages of a career, and factors that influence career choices. It also outlines the process of career planning for individuals and organizations, including self-assessment, analyzing opportunities, developing action plans, and reviewing progress.
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals, demonstrating effective behaviors, decision-making, managing change, time management, communication skills, motivation, delegation, and training. Specific tips are provided in each area, such as prioritizing tasks, listening actively, giving constructive feedback, and clearly defining responsibilities when delegating. The overall message is that supervisors should stay aware of the big picture, create a productive work environment, and develop their employees' skills through goal-setting, decision-making, and effective management of time, communication and change.
The document discusses important skills for managers, including strategic thinking, time management, communication, problem solving, collaboration, financial skills, and interpersonal skills. It also outlines the coaching process managers should follow, which includes building trust, setting goals, exploring alternatives, getting commitments, and providing feedback. Different types of formal performance review meetings are described, such as for setting objectives, reviewing development plans, and determining merit/salary, and these typically follow sequentially on a quarterly or annual basis.
This document provides guidance for conducting employee performance reviews. It outlines how to prepare for the review meeting by considering the employee's performance requirements, conditions, efforts, and accomplishments. It also discusses how to structure the meeting by setting an agenda, presenting performance information and feedback, discussing the performance rating, and putting together an action plan. The key aspects of an effective review meeting are presenting factual information, focusing on performance not personal issues, engaging the employee in discussion, and gaining their acceptance of the review outcome.
Coaching PowerPoint PPT Content Modern SampleAndrew Schwartz
129 slides include: the characteristics and skills of coaches, benefits of coaching, techniques for coaching, the "we need to talk" coaching meeting, dealing with poor performance, avoiding coaching pitfalls, 6 - step coaching model, a 1 minute guide to praise/ reprimands, discussing recurring problems, modeling coaching behavior, building a coaching atmosphere and assessing your coaching style, utilizing open and closed questions, how to's and more.
This document provides resources and templates for evaluating a script supervisor's job performance, including:
1) Links to free eBooks and forms for performance appraisal phrases, methods, and tips for writing self-appraisals.
2) Sections in a sample evaluation form to rate performance factors like skills, communication, decision-making, and areas for improvement.
3) Example phrases for evaluating a script supervisor's attitude, creativity, and decision-making skills.
The evaluation form and resources aim to standardize the performance review process for script supervisors.
The document discusses various topics related to management consulting including the definition of management consultancy, skills required, public perception of consultants, outsourcing opportunities and challenges, and a brief history of the quality revolution highlighting contributions of Walter Shewhart and Joseph Juran. It provides an overview of management consulting from different perspectives.
The document discusses the concepts of careers and career planning. It defines what a career is, the different stages of a career, and factors that influence career choices. It also outlines the process of career planning for individuals and organizations, including self-assessment, analyzing opportunities, developing action plans, and reviewing progress.
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals, demonstrating effective behaviors, decision-making, managing change, time management, communication skills, motivation, delegation, and training. Specific tips are provided in each area, such as prioritizing tasks, listening actively, giving constructive feedback, and clearly defining responsibilities when delegating. The overall message is that supervisors should stay aware of the big picture, create a productive work environment, and develop their employees' skills through goal-setting, decision-making, and effective management of time, communication and change.
This PowerPoint presentation provides information on the roles and responsibilities of supervisors. It defines a supervisor as a person who leads a team to achieve organizational goals and objectives. It then outlines key responsibilities of supervisors such as achieving goals, overseeing production, assigning work, and maintaining documentation. Finally, it discusses important supervisor skills like setting goals, decision-making, managing change, communication, motivation, delegation, and training others. The overall presentation aims to educate attendees on best practices for supervising employees effectively.
This document discusses performance counselling and appraisal. It notes that the objective of performance counselling is to help employees overcome weaknesses and reinforce strengths through discussion of past performance and feedback to improve future effectiveness. Effective performance management systems require clear expectations set in advance and ongoing coaching. For counselling to be effective, there needs to be an open climate of trust and a focus on work issues rather than personalities. Performance appraisal should address achievement of objectives and human errors, with steps like training supervisors, developing job descriptions, and handling administration, appraisals, and potential identification separately.
The document discusses basic supervisory skills and effective leadership. It provides tips for what makes a good supervisor, such as making more leaders rather than followers and using performance wheels to set goals and provide feedback. Good communication skills, observation skills, analytical skills, and helping skills are important. Effective leadership involves mutual discovery and applying different coaching styles. Leaders should understand different learning styles and balance information with practice time. The key is to have fun, relax, and let learners be in charge of their own learning. Effective managers hire smart people, take some risks, and make a real difference without letting past mistakes hold them back.
The document provides an overview of a training course on supervisory skills for supervisors. It covers key areas of responsibility for supervisors, including legal obligations. It discusses techniques for effective time management, coaching and developing employees, and active listening skills. Key topics include transitioning to a leadership role, determining an employee's development level to apply the appropriate coaching style, and barriers to active listening.
Performance counseling is a process used to improve employee performance and productivity. It involves observing an employee's performance, providing feedback on their strengths and areas for improvement, and setting goals. The goals are aimed at maintaining or improving the employee's level of performance. A performance counseling session involves preparing, discussing expectations and requirements, emphasizing strengths, and summarizing next steps. Consulting is also important to the process, as consultants can help identify training needs and counsel employees on improving performance based on appraisals.
Applying coaching and mentoring strategies in the workplaceMichelle Grant
This document outlines strategies for applying coaching and mentoring in the workplace. It discusses distinguishing between coaching and mentoring, identifying principles for coaching others, and how coaching and mentoring can develop employees. The Grow model for coaching is introduced, which involves setting goals, understanding reality, exploring options, and establishing willingness. Learning contracts are also covered as a tool to clarify learning goals and roles between supervisors and employees. The overall message is that coaching, mentoring, and feedback are important for supervisors to facilitate employee growth and performance.
This document provides information and resources for evaluating the performance of a training manager, including:
1. Sample performance evaluation forms for a training manager with rating scales for evaluating performance factors like administration, communication, decision-making, etc.
2. Examples of positive and negative performance review phrases for evaluating a training manager's attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for performance appraisal of a training manager, including management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, and 360-degree feedback.
Training & Development and Performance Appraisal by Raja Rao PagidipalliRaja Ramesh
This document discusses training and development in organizations. It begins by explaining the importance of training and developing employees to help both individuals and organizations achieve their goals. It then defines training and distinguishes it from development. Various training methods are outlined, including on-the-job methods like coaching and off-the-job methods like lectures. The steps in effective training like preparing instructors and trainees are also summarized. Finally, the document discusses evaluating training programs to ensure objectives are met.
Workplace Expert Jodi Glickman shares four easy steps to the most productive performance review you've ever had.
About Jodi Glickman
Jodi Glickman is an expert in training people how to navigate the workplace. She
founded the consulting firm, Great on the Job (GOTJ) in 2008 to provide Millennials and managers alike with effective communication strategies.
She is a former Peace Corps volunteer (Southern Chile) turned investment banker (Goldman Sachs) turned present-day communication expert. She can also be found contributing to Harvard Business Review, Fortune.Com and Business Insider.
This year Jodi published her book, “Great on the Job, What to Say, How to Say it, The Secrets of Getting Ahead.”
The document outlines the development of a new performance evaluation system for the Toledo-Lucas County Public Library which aims to make evaluations a meaningful opportunity for growth rather than a punitive exercise, including standardized evaluation forms, employee input, SMART goal-setting, manager training, and an ongoing process of assessment and improvement based on lessons learned.
This document provides templates and guidance for performance management processes including planning, coaching, feedback, review, and development. It includes templates for setting goals, evaluating performance against criteria, conducting one-on-one meetings, and creating development plans. The overall aim is to align employee performance with business goals through ongoing communication and development.
ReadySetPresent (Coaching PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Being capable of coaching is an important skill that can transform a manager’s scope of influence. 100+ PowerPoint presentation content slides. Coaching PowerPoint Presentation Content slides include topics such as: 25 slides on the characteristics and skills of coaches, Benefits of coaching, techniques for coaching, 8 slides on the "we need to talk" coaching meeting, 10 slides on dealing with poor performance, avoiding coaching pitfalls, 20 slides on the 6- step coaching model, a 1 minute guide to praise/reprimands, discussing recurring problems, 20+ slides on modeling coaching behavior, building a coaching atmosphere and assessing your coaching style. Learn how to utilize open and closed questions, how to's and more!
Creating/Keeping a Great Life Saving TeamAmPetsAlive
Creating and maintaining an effective life saving team requires developing a clear mission and strategic plan, building the right team through careful hiring and onboarding, and keeping the team motivated through performance management, continuing education, and people enrichment. Key aspects include writing detailed job descriptions; conducting structured interviews; providing a thorough orientation; setting specific, measurable performance objectives; giving regular feedback and reviews; supporting training and certification; and organizing social activities to foster communication. The overall goal is to attract, develop, and retain a cohesive team aligned with and working to achieve the organization's mission.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
The document discusses personnel development plans and human performance improvement. It aims to upgrade sales team skills to better serve customers. Actions include helping staff meet personal and company goals by implementing scheduled, timed, and measured development goals. Training facilitates learning, and performance is the top priority. Human performance improvement systematically discovers, analyzes, and plans to close important performance gaps through cost-effective interventions and evaluations. Return on investment is proportional to performance improvement. The methodology discovers gaps then plans suitable learning systems. Gaps are discovered through competency measures, customer input, and knowledge evaluations. Future improvements are planned by addressing gaps with training, coaching, self-learning materials, and role plays.
Basic Supervisory Skills Training Presentation. Includes placeholders for customized company info and training games. Topics covered include:
Interviewing, Performance Evaluations,
Coaching & Communication, and Progressive Discipline. NOTE: handwritten fonts don't convert in SlideShare and were replaced with ComicSans.
This document discusses situational leadership theory. It explains that there is no single best leadership style and the style should depend on the maturity level of employees. It defines two dimensions of employee maturity - ability and willingness. There are four leadership styles that vary based on how directive or supportive the leader's behavior is: telling, selling, participating, and delegating. The most effective leaders can adapt their style to match the maturity level of their employees or team. The goal is to develop employees to higher maturity levels over time by shifting between leadership styles as needed.
3 essential supervisory skills and lean businessCate Ferguson
The document discusses essential supervisory skills for lean business, defining a supervisor as someone accountable for others' work. It identifies the 5 needs of supervisors as knowledge of work, responsibilities, and skills in managing relations, teaching work, and improving work. These needs can be met through the Training Within Industry framework of Job Relations, Instruction, and Methods. Effectively applying these 3 skills through learning and routine practice lays the foundation for sustained improvement by establishing stability and continually enhancing productivity, quality and safety.
The document outlines 12 basic time management principles: adjust your attitude, be organized, follow a routine, write down your goals, be selective, prioritize tasks, give yourself extra time, track how you spend your time, schedule downtime, and find shortcuts. Some key strategies are being organized and having a place for everything; creating daily, weekly, monthly routines; prioritizing tasks by importance; allowing extra time for unexpected delays; and scheduling downtime regularly. The overall message is that with the proper mindset and routines, one can gain better control over how time is spent each day.
The document discusses effective time management strategies. It states that time management begins when you are aware of your goals, interests, and what inspires you. It recommends capturing all tasks on your mind, sorting them by priority, and using tools like calendars to plan your time. Some tips include saying no to unwanted tasks, examining unconscious habits, and conducting regular reflections. It warns against procrastinating, taking on too many tasks at once, and allowing things to pile up.
This PowerPoint presentation provides information on the roles and responsibilities of supervisors. It defines a supervisor as a person who leads a team to achieve organizational goals and objectives. It then outlines key responsibilities of supervisors such as achieving goals, overseeing production, assigning work, and maintaining documentation. Finally, it discusses important supervisor skills like setting goals, decision-making, managing change, communication, motivation, delegation, and training others. The overall presentation aims to educate attendees on best practices for supervising employees effectively.
This document discusses performance counselling and appraisal. It notes that the objective of performance counselling is to help employees overcome weaknesses and reinforce strengths through discussion of past performance and feedback to improve future effectiveness. Effective performance management systems require clear expectations set in advance and ongoing coaching. For counselling to be effective, there needs to be an open climate of trust and a focus on work issues rather than personalities. Performance appraisal should address achievement of objectives and human errors, with steps like training supervisors, developing job descriptions, and handling administration, appraisals, and potential identification separately.
The document discusses basic supervisory skills and effective leadership. It provides tips for what makes a good supervisor, such as making more leaders rather than followers and using performance wheels to set goals and provide feedback. Good communication skills, observation skills, analytical skills, and helping skills are important. Effective leadership involves mutual discovery and applying different coaching styles. Leaders should understand different learning styles and balance information with practice time. The key is to have fun, relax, and let learners be in charge of their own learning. Effective managers hire smart people, take some risks, and make a real difference without letting past mistakes hold them back.
The document provides an overview of a training course on supervisory skills for supervisors. It covers key areas of responsibility for supervisors, including legal obligations. It discusses techniques for effective time management, coaching and developing employees, and active listening skills. Key topics include transitioning to a leadership role, determining an employee's development level to apply the appropriate coaching style, and barriers to active listening.
Performance counseling is a process used to improve employee performance and productivity. It involves observing an employee's performance, providing feedback on their strengths and areas for improvement, and setting goals. The goals are aimed at maintaining or improving the employee's level of performance. A performance counseling session involves preparing, discussing expectations and requirements, emphasizing strengths, and summarizing next steps. Consulting is also important to the process, as consultants can help identify training needs and counsel employees on improving performance based on appraisals.
Applying coaching and mentoring strategies in the workplaceMichelle Grant
This document outlines strategies for applying coaching and mentoring in the workplace. It discusses distinguishing between coaching and mentoring, identifying principles for coaching others, and how coaching and mentoring can develop employees. The Grow model for coaching is introduced, which involves setting goals, understanding reality, exploring options, and establishing willingness. Learning contracts are also covered as a tool to clarify learning goals and roles between supervisors and employees. The overall message is that coaching, mentoring, and feedback are important for supervisors to facilitate employee growth and performance.
This document provides information and resources for evaluating the performance of a training manager, including:
1. Sample performance evaluation forms for a training manager with rating scales for evaluating performance factors like administration, communication, decision-making, etc.
2. Examples of positive and negative performance review phrases for evaluating a training manager's attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for performance appraisal of a training manager, including management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, and 360-degree feedback.
Training & Development and Performance Appraisal by Raja Rao PagidipalliRaja Ramesh
This document discusses training and development in organizations. It begins by explaining the importance of training and developing employees to help both individuals and organizations achieve their goals. It then defines training and distinguishes it from development. Various training methods are outlined, including on-the-job methods like coaching and off-the-job methods like lectures. The steps in effective training like preparing instructors and trainees are also summarized. Finally, the document discusses evaluating training programs to ensure objectives are met.
Workplace Expert Jodi Glickman shares four easy steps to the most productive performance review you've ever had.
About Jodi Glickman
Jodi Glickman is an expert in training people how to navigate the workplace. She
founded the consulting firm, Great on the Job (GOTJ) in 2008 to provide Millennials and managers alike with effective communication strategies.
She is a former Peace Corps volunteer (Southern Chile) turned investment banker (Goldman Sachs) turned present-day communication expert. She can also be found contributing to Harvard Business Review, Fortune.Com and Business Insider.
This year Jodi published her book, “Great on the Job, What to Say, How to Say it, The Secrets of Getting Ahead.”
The document outlines the development of a new performance evaluation system for the Toledo-Lucas County Public Library which aims to make evaluations a meaningful opportunity for growth rather than a punitive exercise, including standardized evaluation forms, employee input, SMART goal-setting, manager training, and an ongoing process of assessment and improvement based on lessons learned.
This document provides templates and guidance for performance management processes including planning, coaching, feedback, review, and development. It includes templates for setting goals, evaluating performance against criteria, conducting one-on-one meetings, and creating development plans. The overall aim is to align employee performance with business goals through ongoing communication and development.
ReadySetPresent (Coaching PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Being capable of coaching is an important skill that can transform a manager’s scope of influence. 100+ PowerPoint presentation content slides. Coaching PowerPoint Presentation Content slides include topics such as: 25 slides on the characteristics and skills of coaches, Benefits of coaching, techniques for coaching, 8 slides on the "we need to talk" coaching meeting, 10 slides on dealing with poor performance, avoiding coaching pitfalls, 20 slides on the 6- step coaching model, a 1 minute guide to praise/reprimands, discussing recurring problems, 20+ slides on modeling coaching behavior, building a coaching atmosphere and assessing your coaching style. Learn how to utilize open and closed questions, how to's and more!
Creating/Keeping a Great Life Saving TeamAmPetsAlive
Creating and maintaining an effective life saving team requires developing a clear mission and strategic plan, building the right team through careful hiring and onboarding, and keeping the team motivated through performance management, continuing education, and people enrichment. Key aspects include writing detailed job descriptions; conducting structured interviews; providing a thorough orientation; setting specific, measurable performance objectives; giving regular feedback and reviews; supporting training and certification; and organizing social activities to foster communication. The overall goal is to attract, develop, and retain a cohesive team aligned with and working to achieve the organization's mission.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
The document discusses personnel development plans and human performance improvement. It aims to upgrade sales team skills to better serve customers. Actions include helping staff meet personal and company goals by implementing scheduled, timed, and measured development goals. Training facilitates learning, and performance is the top priority. Human performance improvement systematically discovers, analyzes, and plans to close important performance gaps through cost-effective interventions and evaluations. Return on investment is proportional to performance improvement. The methodology discovers gaps then plans suitable learning systems. Gaps are discovered through competency measures, customer input, and knowledge evaluations. Future improvements are planned by addressing gaps with training, coaching, self-learning materials, and role plays.
Basic Supervisory Skills Training Presentation. Includes placeholders for customized company info and training games. Topics covered include:
Interviewing, Performance Evaluations,
Coaching & Communication, and Progressive Discipline. NOTE: handwritten fonts don't convert in SlideShare and were replaced with ComicSans.
This document discusses situational leadership theory. It explains that there is no single best leadership style and the style should depend on the maturity level of employees. It defines two dimensions of employee maturity - ability and willingness. There are four leadership styles that vary based on how directive or supportive the leader's behavior is: telling, selling, participating, and delegating. The most effective leaders can adapt their style to match the maturity level of their employees or team. The goal is to develop employees to higher maturity levels over time by shifting between leadership styles as needed.
3 essential supervisory skills and lean businessCate Ferguson
The document discusses essential supervisory skills for lean business, defining a supervisor as someone accountable for others' work. It identifies the 5 needs of supervisors as knowledge of work, responsibilities, and skills in managing relations, teaching work, and improving work. These needs can be met through the Training Within Industry framework of Job Relations, Instruction, and Methods. Effectively applying these 3 skills through learning and routine practice lays the foundation for sustained improvement by establishing stability and continually enhancing productivity, quality and safety.
The document outlines 12 basic time management principles: adjust your attitude, be organized, follow a routine, write down your goals, be selective, prioritize tasks, give yourself extra time, track how you spend your time, schedule downtime, and find shortcuts. Some key strategies are being organized and having a place for everything; creating daily, weekly, monthly routines; prioritizing tasks by importance; allowing extra time for unexpected delays; and scheduling downtime regularly. The overall message is that with the proper mindset and routines, one can gain better control over how time is spent each day.
The document discusses effective time management strategies. It states that time management begins when you are aware of your goals, interests, and what inspires you. It recommends capturing all tasks on your mind, sorting them by priority, and using tools like calendars to plan your time. Some tips include saying no to unwanted tasks, examining unconscious habits, and conducting regular reflections. It warns against procrastinating, taking on too many tasks at once, and allowing things to pile up.
This document outlines strategies for having difficult conversations effectively. It discusses how assumptions, fears, roles and personalities can make conversations difficult. It emphasizes active listening skills like maintaining eye contact and acknowledging feelings. Reframing issues and separating people from problems are presented as ways to facilitate understanding. Role playing difficult scenarios is suggested as practice to apply the strategies. The overall message is that difficult conversations require preparation and focus to have positive outcomes.
This document provides 26 techniques for avoiding or delaying solving problems, labeled from A to Z. Some of the techniques include avoiding the problem, bypassing it, confusing the issue, disappearing, forgetting about it, giving up, ignoring it, justifying not dealing with it, magnifying it, never dealing with it, omitting it, procrastinating, quitting, reflecting it onto others, stopping bothering about it, twisting it, validating only parts of it, worsening it, accelerating it to an unsolvable state, planning to solve it in years, and considering it a zero problem if all avoidance techniques are used.
A Service Excelelence in Hospitality Industry : Saeful AnwarHospitality Industry
Service excellence dalam industri perhotelan berarti memberikan layanan yang melampaui kebutuhan tamu dengan memperhatikan detail. Service excellence adalah melayani manusia dengan cara yang manusiawi. ISO/akreditasi bukan standar tetapi pengakuan bahwa standar yang dipilih telah diterapkan.
This document discusses office politics and provides advice for navigating it. It acknowledges that politics is inevitable in the workplace and that there are both "good" and "bad" ways of engaging in office politics. It recommends watching those who practice politics effectively, establishing ethical boundaries, finding a comfortable level of involvement, and gaining necessary political support while also focusing on work quality.
The story follows four characters - two mice named Sniff and Scurry, and two little people named Hem and Haw - who search for cheese at their local cheese station. One day, they discover the cheese is gone. While Hem refuses to accept the change and remains behind, Sniff and Scurry set off to find new cheese. Haw also decides to venture into the maze to search for new cheese. After overcoming his fears and adapting to changes in his beliefs, Haw eventually finds new cheese and learns to embrace change.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Push or Pull: Making Training Work for Your OrganizationBizLibrary
Does your organization struggle to find a balance between mandatory and elective training? Are you using the right resources and tools to make your program a success in the first place? The truth of the matter is that there are benefits to both mandatory and elective training, your job is to find the appropriate balance for your organization and ensure that you’re delivering it in a way that engages your employees and drives results.
In this webinar, Dean Pichee will discuss the challenges and benefits of both types of training and discuss how to find the balance you’ve been trying to achieve. He’ll go through the seven trends in employee training and how those impact your organization as well as what you can do about it. He’ll discuss how to use micro-learning and post-training reinforcement to achieve the maximum return on investment for your program and other tips and tricks to make employee training a success in your workplace.
Dean will cover pros and cons of both push and pull learning and provide actionable steps to add a little more “push” to your “pull” program or a little more “pull” to your “push” program.
He’ll provide real examples of what has worked for companies in the past and recommendations to help your organization succeed in the future.
Key Learning Objectives:
Current trends in employee training.
The benefits of mandatory and elective training.
Why micro-learning works.
The importance of post-training reinforcement.
Gamification techniques.
What’s the right mix of mandatory and elective training?
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
Telephone courtesy for hospitality industry: Share by Saeful AnwarHospitality Industry
This document provides guidance on telephone etiquette and courtesy. It discusses greeting callers properly by answering within 3 rings, stating your name and department, and asking how you can help. It emphasizes active listening without distractions and using verbal and non-verbal feedback. When putting callers on hold, you should get permission, give a time frame, and thank them for holding. Calls should be transferred politely and responsibility accepted for any issues. Proper etiquette such as politeness and professionalism should be used at all times, even with difficult callers.
This document summarizes the key differences between push and pull marketing strategies. Push strategies involve directly approaching customers through tactics like sales promotions, negotiations with retailers, and point-of-sale displays to encourage purchasing. Pull strategies create demand by promoting products' value through advertising and building brand loyalty, aiming to have customers actively seek out the products. An effective approach usually combines elements of both push and pull to raise awareness, build demand from customers, and persuade retailers to stock the products. The document concludes by having participants work in groups to develop a hybrid push-pull strategy for presenting a new product.
Hello, how can I help you today?
Customer: I'm so angry! I've been on hold for over 30 minutes and no one has helped me yet. This is unacceptable service.
This document outlines standards for personal hygiene and grooming in a hospitality setting. It discusses the importance of personal hygiene, including washing hands at appropriate times to avoid sickness. Proper grooming is also important, such as keeping hair, nails, and uniforms clean. The document provides guidelines for hairstyles, jewelry, shoes, and professional behavior at work. Maintaining cleanliness and proper grooming is emphasized throughout.
This document discusses business-to-business (B2B) sales and marketing strategies. It begins by explaining the differences between B2B and business-to-consumer (B2C) buying behaviors and sales processes. Specifically, it notes that B2B decisions typically involve multiple stakeholders and require more discussion of technical details. The document then discusses push and pull strategies, noting that push strategies work directly to create demand while pull strategies build demand indirectly. Various push and pull tactics are provided as examples. The document concludes by emphasizing that successful modern B2B requires a mix of push, pull, and social strategies to directly and indirectly engage stakeholders through various channels.
Want to improve the Customer Experience in your restaurant, hospitality or re...Larry Hodes
Check out the following slide presentation that you can use for your customer experience/service training. Many concepts such as customer service, complaint handling, teamwork and upselling are dealt with. You are most welcome to save the powerpoint presentation and use it for your training sessions. Take a couple of points/concepts at a time and work through them.
Know how effective team management can lead to successful team work, which in turn can ultimately lead to the successful organization http://bit.ly/ZZNmC2
The document defines coaching as empowering others by unlocking their potential and helping them learn rather than teaching. Coaching draws out skills and talents within individuals to solve previously unsolvable problems. The underlying belief in coaching is that the coachee has the ability to effect positive changes when their knowledge and competence are drawn out through questioning and commitment to action. Coaching benefits organizations through improved financial and operational performance as well as developing executives and talent. Core coaching skills include rapport building, deep listening, effective questioning, insightful feedback, and focus on processes and results. The GROW model provides a framework for coaching conversations focused on goals, current reality, options, and commitment.
TAADEL403B Facilitate individual learningLiz Graham
This document discusses facilitating individual learning. It covers determining training needs, focusing learning programs on short courses, professional development, or apprenticeships/traineeships. Learning programs include competencies, learning outcomes, content, resources, and assessment methods. Delivery plans guide facilitators and include objectives, content, timelines, and resources. Support needs like language, disability, counseling, and community support are addressed. Effective communication skills, applying knowledge, using activities, and styles of teaching are also discussed. Records must be kept accurately for 30 years to meet legal requirements.
The document outlines key areas employees must be trained in including personal hygiene, safe food handling, cleaning and sanitation, and chemical safety. It discusses identifying training needs through observation and testing as well as various training delivery methods such as on-the-job training, classroom instruction, demonstrations, role playing, and information searches to keep learners engaged. Periodic retraining is important to reinforce concepts and document all food safety training conducted.
Is it possible to manage informal learningCarol Bleyle
Informal learning takes center stage in employee development, but managers often put it on the back burner. But it's possible to manage informal learning and make it more effective for your employees. This presentation from Pract.us training software offers simple advice for how to do it.
Slides for a fantastic Train the Trainer Program by Dr. John Persico Jr. Dr. John Persico
If you want a great program for training the trainers in your organization, here it is. I also have the trainee workbooks in Word if you are interested. Send me an email and let me know if you would also to receive the trainee and facilitator workbooks for a small fee. persico.john@gmail.com or call me at 612-310-3803 for a custom made program for your organization.
Training employees is important for developing skills to perform jobs effectively. The process involves analyzing needs, designing instruction, implementing training techniques, and evaluating outcomes. Techniques include on-the-job, simulated, distance learning, and computer-based methods. Manager development focuses on leadership, case studies, and modeling behaviors to transfer skills. Evaluation assesses reactions, learning, changed behavior, and business results from training investments.
The trainer helps the trainees to learn by providing guidance, support and
feedback.
Facilitator: The trainer facilitates the learning process by creating a conducive
environment for learning.
Coach: The trainer coaches the trainees by providing feedback, guidance and support
for improving performance.
Counselor: The trainer provides counseling support to trainees by addressing their
concerns, doubts and issues.
Role Model: The trainer demonstrates desired behaviors and skills which are emulated
by trainees.
Evaluator: The trainer evaluates the learning and provides feedback for further
improvement.
Motivator: The trainer motivates the trainees and inspires higher and sustained efforts.
Catalyst: The trainer
The document discusses recognition of prior learning (RPL) and mentoring support for newly recruited employees at eco-farms. It describes conducting RPL to identify existing knowledge and skills and match employees to suitable roles. Possible training approaches for employees include coaching sessions, demonstrations, and practical assignments. The benefits of work-based mentoring are outlined, including key success factors such as goal setting and regular monitoring. Structuring an effective mentoring program and examples of agricultural mentoring programs are also provided.
The document outlines seven principles for effectively delivering training:
1. The principle of the learning specialist - the trainer must be prepared and knowledgeable about the material.
2. The principle of the learner - the trainer must engage and maintain the attention of the learners.
3. The principle of the language - the language used must be common to both the trainer and learners.
4. The principle of the lesson - new information must be explained in terms of what learners already know.
5. The principle of the teaching process - the training must arouse learners' minds and involve them mentally.
6. The principle of the learning process - learners must demonstrate understanding through expression and questions.
Training and development involves improving organizational and individual effectiveness. Training focuses on immediate changes through instruction, while development relates to longer-term goals. There are various methods of training, including on-the-job methods like apprenticeships, internships, and job rotation, as well as off-the-job methods like classroom lectures. Training needs assessment identifies gaps between current and required skills and knowledge to determine what training is needed. The process involves analyzing organizational needs, job tasks, and individual employee skills.
Training and development involves improving organizational and individual effectiveness. Training focuses on immediate changes through instruction, while development addresses longer-term goals. There are various training methods, including on-the-job methods like apprenticeships and job rotations, and off-the-job methods like classroom lectures. Training needs assessment identifies gaps between present and required skills and knowledge. Competency-based training focuses on specific skills, while role-based training applies skills through practical exercises. Outsourcing training can leverage costs and resources.
WHAT IS TRAINING ?
•Training refers to the process of imparting of specific skills , abilities and knowledge to an employee.
•Training is specialised function & is one of the fundamental operative functions of human resource management.
•Training is an act of increasing the knowledge and skills of an employee for doing a particular job.
-Objective & Need of Training
-Process Of Training
-Methods and Techniques of Training
-On-the-job methods
-Off-the-job methods
-Conclusion.
The document discusses orientation, training, and employee development. It defines orientation as providing new employees with background information to reduce anxiety and make them feel welcome. Training increases productivity and job satisfaction by keeping skills up to date. Common training methods include on-the-job and off-the-job instruction. Employee development involves ongoing training to enhance skills and stay current on new developments, and benefits both employees and employers.
This document provides guidance on contractor inductions and consultation. It discusses that inductions are important for meeting the duty of care to provide training for contractors. It recommends inductions be tailored to the literacy level of workers and include assessment to document completion. Consultation should occur both vertically with all workers, including contractors, and horizontally with other businesses to coordinate health and safety activities. The goal is for open communication to identify hazards and ensure safe work practices.
Teaching clinical skills involves several key steps:
1) Introducing the skill and demonstrating it correctly.
2) Allowing students to practice in small steps with feedback.
3) Assessing students through peer, self, or coach evaluation and allowing re-practice if needed.
Effective coaching includes preparing well, giving specific positive and constructive feedback, and using various tools and approaches to engage students in practicing and mastering clinical skills. Competency-based learning focuses on achieving defined objectives through repetition and assessment of discrete skills.
Training and development- human resource managementAlfred George
This document discusses training and development in the workplace. It defines training as a systematic process aimed at increasing employee knowledge and skills to perform jobs effectively. Development focuses on future career growth rather than immediate performance. Common training methods mentioned include on-the-job training, job rotation, apprenticeships, mentoring, internships, lectures, and audiovisual materials. The importance of training is also highlighted, such as increased efficiency, fewer accidents, and easier promotions.
1. This document discusses various aspects of employee training and development programs. It covers the importance of training, who should conduct training, how employees learn best, developing training programs, retraining, orientation, and overcoming obstacles to learning.
2. Key aspects of developing a training program include establishing performance standards, writing training objectives, developing standard procedures, and providing check points to measure progress. Training should involve showing employees what to do as well as having them perform tasks.
3. Effective training programs actively involve employees, use relevant material presented in chunks, and provide feedback. It is important to evaluate training programs through methods like surveys, observation, and measuring changes in productivity.
Design and Implementation of In-Service Teacher TrainingPeter Beech
The document discusses the design and implementation of in-service teacher training. It outlines stages of teacher development from pre-service through initial in-service training and ongoing development. Initial in-service training includes lesson planning, observation, and workshops to link theory and practice. The design of in-service training programs should be modular and collaborative, include self-assessment, and integrate ongoing teacher development goals at both the individual and institutional level. Evaluation of training programs should involve all stakeholders and focus on meeting stated objectives.
This document discusses training and development in organizations. It defines training as activities aimed at improving employees' skills and knowledge for their current jobs. Development refers to helping employees grow overall and prepare for future career advancement. The document outlines benefits of training for both employers and employees, such as increased productivity, higher morale, and career advancement opportunities. It also discusses how facets of training have changed, including a focus on team-based and inter-group learning to develop a learning organization.
The document discusses various training methods including lectures, audiovisual instruction, on-the-job training, self-directed learning, apprenticeships, simulations, case studies, business games, role plays, behavior modeling, team training, adventure learning, and scenario-based training. It provides the advantages and disadvantages of each method and discusses key elements to make certain methods like on-the-job training, self-directed learning, behavior modeling, and adventure learning effective.
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This document provides guidance on effective telephone handling techniques for recruiters. It outlines best practices for telephone etiquette, including being courteous, clear, concise, and sensible. It then describes a call flow procedure involving call opening, probing the consultant, matching them to opportunities, confirming details, closing the call, and following up. Following this procedure and demonstrating good telephone skills can help recruiters have successful calls and build relationships with consultants.
Performance appraisals are meant to provide constructive feedback to employees on their performance based on clear and measurable standards. It is important to understand what standards you will be evaluated on and how accurately your performance was observed during the evaluation period. If you believe the evaluation was unfair, you can develop a case to support your actual performance and take it to Human Resources.
This document provides tips for getting more work done such as having a flexible schedule, resisting perfectionism, focusing on present work, tricking yourself into efficiency, asking for feedback, and tackling procrastination by doing one unpleasant task daily.
The document discusses influencing skills and provides strategies for influencing others. It explains that influencing skills are important for success even without direct authority over others. It then outlines different influence situations and factors to consider, such as your goal, the other person, and their mindset. The document also describes different influence energies, such as push energy which is direct and persuasive, and pull energy which is inclusive. It provides specific strategies under each energy type, such as asking open-ended questions or providing incentives. The overall message is that influencing others requires understanding their perspective and using the right strategies tailored to the specific situation.
The document discusses influencing change and provides strategies for doing so. It discusses understanding the mindset of those you wish to influence, using push, pull and push/pull behaviors, and the Influence Edge Model. It outlines how people resist change and strategies like involving individuals in the change process. It also details the four phases of change - denial, resistance, exploration, and commitment. Finally, it discusses implementing change through telling your story, explaining what will happen, and monitoring progress.
The document discusses the dynamics of self-talk and how it influences our feelings, behaviors, and outcomes. It presents a self-talk cycle showing how activating events lead to feelings and emotions through self-talk, which then influence behaviors and actions and their results. The document notes that self-talk, not external events, creates our inner experiences and that most self-talk is negative and self-defeating, though it can be changed to better support motivation and performance.
The document describes a Self-Talk First Aid Kit that provides six temporary tools to adjust negative self-talk: switching channels, reframing, camera check, firing the critical parent, staying in the present, and keeping perspective. The kit is meant to supplement long-term efforts to reprogram self-talk through visualization and discipline. It encourages choosing strategies that fit individual needs and cutting oneself slack during the process of changing self-talk patterns over time.
This document discusses how to use self-talk to motivate yourself. It explains that de-motivation can be caused by increased competition and obstacles. You can motivate yourself by using self-talk strategies like reprogramming your thoughts and visualizing success. Reprogramming involves repeating positive self-statements in the present tense with specific details. Visualizing means picturing yourself successfully achieving goals and getting results. Changing self-talk takes discipline over time but can improve self-motivation and performance.
The document discusses taking leaps of faith by overcoming fears and embracing change. It encourages shifting from avoiding risks to willingly taking risks. Taking a leap of faith can improve self-esteem and growth. Basic fears like humiliation, being wrong, rejection, and change prevent risk-taking. However, creating safety and challenging fears can help one conquer fears and take leaps of faith through learning experiences. Each risk taken brings closer the ability and willingness to take bigger leaps through faith in oneself.
Goal setting involves establishing specific, measurable, and achievable goals with deadlines. There are different types of goals like project goals, performance goals, and developmental goals. When setting goals, it's important to know what you want to accomplish, set deadlines, plan your actions, do what you planned, document your progress, and evaluate your results. Motivation comes from challenges and feeling in control. Obstacles should be dealt with by reevaluating plans, keeping effective aspects, and finding ways around problems. Effective action planning includes deciding objectives, writing goals and steps, sharing your plan with others, and setting completion dates. Prioritizing actions means addressing immediate needs first, then important tasks, regular maintenance, and avoiding
The document discusses dealing with constant change and the transition process. It distinguishes between change, which is external adjustments, and transition, which is the internal psychological process of adapting to new situations. The transition process involves three phases - an ending, a neutral zone where old patterns fade and new ones form, and a new beginning. It provides tips for managing constant change, such as embracing it as the norm and looking at disadvantages as challenges. It also gives advice for self-care during transitions, like finding stability and short-term goals in the neutral zone and experimenting daily.
The document discusses principles and techniques for effective time management. It emphasizes the importance of planning, setting goals and priorities, focusing on one task at a time, and saying "no" to unnecessary tasks. Specific tips include keeping to-do lists, scheduling personal time off, and organizing workspaces to improve productivity and balance work with other aspects of life. Organization is presented as key to overcoming obstacles like procrastination, paperwork, and distractions.
The document discusses principles of business protocol including being on time, discreet, courteous, concerned for others, dressing appropriately, using proper language, executive communication, follow-up, and gift giving. Following principles like these helps business interactions go smoothly and shows respect for clients, coworkers, and others.
The document discusses causes of unassertiveness and actions toward becoming more assertive. Common causes of unassertiveness include fear of rejection, low self-esteem, lack of skills or confidence, and fear of displeasing others. The document recommends recognizing the need for change, enhancing confidence, practicing being assertive, challenging irrational beliefs, learning to say no, maintaining perspective, and asking for what you want as actions to become more assertive.
The document discusses common problems that occur in meetings, referred to as "meeting ailments", and provides suggestions on how to address them. It identifies issues such as meetings going off topic ("Off the Rails"), participants taking too much time to make points ("Spinning Wheels"), disagreements becoming personal attacks ("War Zone"), and rushing decisions due to time constraints ("Rush Hour"). The document recommends that a facilitator establish and keep the meeting on agenda, keep discussions brief and focused, shift discussions to solutions rather than conflicts, and address timing issues proactively to prevent rushing at the end.
The document discusses the benefits and process of mentoring in an organizational setting. It outlines several organizational and individual benefits of mentoring such as emphasizing teamwork, improving communication, enhancing careers, and boosting motivation. It also lists qualifications for effective mentors like interpersonal skills, knowledge, and credibility. The mentoring process involves activities by both mentors and employees, such as providing feedback, career planning, and sharing advice. Finally, it provides steps to establish a successful mentoring relationship, including creating a network, actively listening, setting boundaries, and developing synergy between mentor and employee.
The document discusses the benefits and purpose of career coaching. Career coaching encourages organizational performance by matching employees to the right jobs, helps identify problem areas, and develops strategies to increase skills and productivity. It increases employee commitment and productivity while enabling better understanding of career choices. Career coaching aids in retaining employees, improving team performance, and increasing quality and efficiency. The purpose is to inform employees of career options and help them achieve career goals. Career coaching advantages include helping employees explore options and develop networks. Effective career coaching uses participatory communication, develops a positive environment, and employs active listening and questioning skills.
This document provides guidance on developing a career plan and influencing others to support your goals. It recommends understanding yourself, your options, and next steps. Key steps include creating a clear picture of your skills, interests, and values; exploring career options and industry changes; setting measurable goals; and identifying available resources and people to influence. The document advises putting together influence strategies, such as being assertive or offering incentives, to get support for your development plan and make it a reality. The overall process involves self-reflection, research, planning, and influencing others to take ownership of your career development.
The document discusses how to bring life to the workplace by enrolling employees in a shared company vision, ensuring their commitment to it, and making work fun through inventing ways to have a good time that fit the environment and increase retention and loyalty. Employees should be enrolled rather than forced to create results and have fun at work to positively impact the workplace.
The document discusses ways for managers to attract key talent. It recommends creating a fun working environment where creativity is valued. Managers should think of creative ways to entice potential employees and focus on interviewing only the best candidates rather than a large number. The culture should be considered when hiring to find candidates that are a good fit. It also advises having a succession plan and career pathing for current employees to show them the company cares about their future and increase motivation. Leadership and passion helps give credibility to an organization's mission.
3. Training
Training improves and develops employees’ knowledge,
skills or competencies in their current jobs.
4. Types of Training
• Computer-based training
• Interactive video
• Instructor-led training
• Satellite programs
• Employee self-directed learning
• On-the-job training
5. Training
Training can be conducted in both formal and informal
learning settings.
6. Unstructured Training
• Giving information not required by the organization
as a part of formal training
7. Unstructured Training
• Giving information not required by the organization
as a part of formal training
• Based on the insight and experience of the supervisor
9. Structured Training
• Offered to all employees equally to provide continuity
• Designed to provide the correct or exact procedures
for conducting a particular job
10. Structured Training
• Offered to all employees equally to provide continuity
• Designed to provide the correct or exact procedures
for conducting a particular job
• Takes many hours to complete
11. Structured Training
• Offered to all employees equally to provide continuity
• Designed to provide the correct or exact procedures
for conducting a particular job
• Takes many hours to complete
• Very detailed, and often sequenced with other training
activities
13. Training Employees
• Present new information only if it is meaningful and
practical
14. Training Employees
• Present new information only if it is meaningful and
practical
• Present information in a manner that permits mastery
15. Training Employees
• Present new information only if it is meaningful and
practical
• Present information in a manner that permits mastery
• Present only one idea or concept at a time
16. Training Employees
• Present new information only if it is meaningful and
practical
• Present information in a manner that permits mastery
• Present only one idea or concept at a time
• Use feedback and frequent summaries to facilitate
retention and memory recall
23. Three Activities
• Delivery by the trainer
• Learning by the employee
24. Three Activities
• Delivery by the trainer
• Learning by the employee
• Review and application of tasks, skills and
competencies by the employee on the job
25. Three Activities
Each of these three activities should be present, regardless
of the length of the training session.
35. Passive Attention
• Is instinctive
• Involves no effort
• Facilitates inadequate learning
36. Active Attention
• Requires employees to distinguish separate stimuli
and select the appropriate ones
37. Active Attention
• Requires employees to distinguish separate stimuli
and select the appropriate ones
• Present during activities that require involvement
42. Apathy
Refers to the lack of interest in a subject or skill.
43. Distraction
Employees’ attention is divided among a variety of
stimuli.
44. The Law of the Learner
Make an attempt to discover the interests and prior
experiences of your employees when presenting material.
45. Seven Laws of Training
• The Law of the Manager
• The Law of the Learner
• The Law of the Language
46. The Law of the Language
Language used between the trainer and the learner must
be common to both.
47. The Law of the Language
• Make sure your explanations are in your audience’s
language, and not the definitions of someone else
48. The Law of the Language
• Make sure your explanations are in your audience’s
language, and not the definitions of someone else
• Make sure you test for understanding before moving
forward
49. Seven Laws of Training
• The Law of the Manager
• The Law of the Learner
• The Law of the Language
• The Law of the Training Session
50. The Law of the Training Session
• Explain the task, skill or competency in a way that
employees can comprehend
51. The Law of the Training Session
• Explain the task, skill or competency in a way that
employees can comprehend
• Identify a point at which to begin, one that associates
the material to something the employee is familiar
with
52. The Law of the Training Session
• Explain the task, skill or competency in a way that
employees can comprehend
• Identify a point at which to begin, one that associates
the material to something the employee is familiar
with
• Base training activities on an identified set of learning
objectives
53. The Law of the Training Session
• Prioritize and sequence objectives in order to link
concepts
54. The Law of the Training Session
• Prioritize and sequence objectives in order to link
concepts
• Share information in a way that links the unknown to
the known
55. The Law of the Training Session
• Prioritize and sequence objectives in order to link
concepts
• Share information in a way that links the unknown to
the known
• Delay presenting a new step until your employees
have mastered the previous one
56. Seven Laws of Training
• The Law of the Manager
• The Law of the Learner
• The Law of the Language
• The Law of the Training Session
• The Law of the Training Process
57. The Law of the Training Process
• Make the training process motivating and exciting
58. The Law of the Training Process
• Make the training process motivating and exciting
• Provide the material in a manner that motivates
employees to become absorbed by it
59. The Law of the Training Process
• Make the training process motivating and exciting
• Provide the material in a manner that motivates
employees to become absorbed by it
• Stimulate your employees’ minds and challenge their
abilities and skills
60. The Law of the Training Process
• Don’t exhibit inappropriate and impatient attitudes
toward your employees regarding their abilities, skills
and lack of comprehension
61. Seven Laws of Training
• The Law of the Manager
• The Law of the Learner
• The Law of the Language
• The Law of the Training Session
• The Law of the Training Process
• The Law of the Learning Process
62. The Law of the Learning Process
The learning process is complete when employees can
apply what they have learned to the job
63. Seven Laws of Training
• The Law of the Manager
• The Law of the Learner
• The Law of the Language
• The Law of the Training Session
• The Law of the Training Process
• The Law of the Learning Process
• The Law of Review and Application
64. The Law of Review and Application
• Give employees the opportunity to review, rethink
and apply the tasks, skills and competencies they’ve
learned
65. The Law of Review and Application
• Give employees the opportunity to review, rethink
and apply the tasks, skills and competencies they’ve
learned
• Ensure employees fully understand what they have
learned and how it can be used on the job
66. The Law of Review and Application
• Give employees the opportunity to review, rethink
and apply the tasks, skills and competencies they’ve
learned
• Ensure employees fully understand what they have
learned and how it can be used on the job
• Pose realistic problem or circumstance, and give
employees the opportunity to apply what they
have learned to the problem
67. The Law of Review and Application
• Don’t neglect the review and application process
70. Transfer of Learning Strategies
• Reinforces previous learning
• Practices new skills
71. Transfer of Learning Strategies
• Reinforces previous learning
• Practices new skills
• Integrates new knowledge
72. Transfer of Learning Strategies
• Refresher programs
• Journals and daily logs
• Training and performance aids
• Follow-up activities
• Failure analysis
74. Refresher Programs
• Identify barriers that prevent learning transfer
• Talk about difficulties employees are having
integrating the new skill or knowledge to their jobs
75. Refresher Programs
• Identify barriers that prevent learning transfer
• Talk about difficulties employees are having
integrating the new skill or knowledge to their jobs
• Share how employees have incorporated the new skill
or knowledge to their particular situation
76. Refresher Programs
• Identify barriers that prevent learning transfer
• Talk about difficulties employees are having
integrating the new skill or knowledge to their jobs
• Share how employees have incorporated the new skill
or knowledge to their particular situation
• Get reinforcement of the major learning points
employees were trained on
77. Journals and Daily Logs
• Allow employees to document the circumstances and
events surrounding the application of skills or
integration of knowledge
78. Journals and Daily Logs
• Allow employees to document the circumstances and
events surrounding the application of skills or
integration of knowledge
• Events should be described in as much detail as
possible
79. Training and Job Aids
• Provide training or job aids that allow new skills and
knowledge to be applied more easily
80. Training and Job Aids
• Provide training or job aids that allow new skills and
knowledge to be applied more easily
• Design these aids in a user-friendly manner
81. Training and Job Aids
• Provide training or job aids that allow new skills and
knowledge to be applied more easily
• Design these aids in a user-friendly manner
• Discuss how these tools can help your employees transfer
skills or knowledge to the job
83. Follow-Up Activities
• Give proper and prompt follow-up activities
• Use individual and group follow-up sessions to help you
determine how you will train the next time
84. Failure Analysis
• Analyze the long-term effect of how the new skills
and knowledge interfere with current employee
performance, and determine their impact on
productivity
85. Failure Analysis
• Analyze the long-term effect of how the new skills
and knowledge interfere with current employee
performance, and determine their impact on
productivity
• Use failure analysis to help you identify possible
conflicts, so you can better integrate learning in the
future
86. Failure Analysis
• Analyze the long-term effect of how the new skills
and knowledge interfere with current employee
performance, and determine their impact on
productivity
• Use failure analysis to help you identify possible
conflicts, so you can better integrate learning in the
future
• Allow employees to try out new skills or knowledge in
safe environments, such as work simulations and case
studies
87. Learning Failure
• Allows for a quicker, more accurate application of
new skills and knowledge
88. Learning Failure
• Allows for a quicker, more accurate application of
new skills and knowledge
• Helps employees increase long-term productivity and
improves overall job performance
89. Transfer of Learning Strategies
As a manager, you have the responsibility to
communicate to your employees that they are responsible
for the transfer of learning.
90. Transfer of Learning Strategies
Employees must have the desire to manage themselves
and the work environment in order to allow a learning
transfer.