Training for Impact
•Download as PPTX, PDF•
1 like•724 views
This document discusses the importance of training for reducing turnover, improving workplace safety, and increasing productivity. It provides statistics on the costs of turnover, workplace injuries, and lost productivity due to disengaged employees. It then discusses how increasing training hours can help decrease turnover rates, consumer complaints, and injury frequency while increasing estimated annual savings. The document advocates developing a comprehensive training program by assessing organizational culture and goals, identifying competency needs, selecting appropriate content and delivery methods, gaining leadership support, and monitoring key performance indicators and return on investment.
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to Training for Impact
Similar to Training for Impact (20)
Recently uploaded
Recently uploaded (16)
Training for Impact
- 2. Training You Can’t Afford Not To……. Holly Mockus Alchemy Systems
- 3. Reduce Turnover 23.4% U.S. voluntary turnover rate (US Bureau of Labor Statistics) $35,000 Average pay for manufacturing employee $17,500 Replacing an employee costs one-half to five times that employee's annual salary $402,500 Annual cost of turnover for a firm of 100 employees http://www.gallup.com/businessjournal/106912/turning-around-your-turnover-problem.aspx#3
- 4. Improve Work Place Safety $198.2 Billion Annual cost to US economy for workplace injuries and fatalities 71,000 Recordable illness and injuries in food manufacturing in 2013 40% Workplace injuries from employees with less than 1 year on the job 1.3 Million Workplace non-fatal injuries that result in days away from work * National Safety Council **Occupational Safety and Health Administration
- 5. Increase Productivity 70% American workers not-engaged or actively disengaged $550 Billion Dollars in lost productivity per year http://businessjournal.gallup.com/content/162953/tackle-employees-stagnating-engagement.aspx
- 6. Case Study – Training Hours Case Study - Onboarding 100% turnover new hires ↓Negative morale ↓Poor Productivity Est. Cost - $9,000,000 Investment in Onboarding <20% turnover Increased efficiencies Estimated Savings + $7,200,000 Increase in Training Hours ↓Consumer complaint decrease 10% ↓Decrease in turnover ↓Decline in injury frequency rate Estimated Savings: + $108,000 annually
- 7. Partnering • Use every opportunity to teach…..and learn – Equipment suppliers • Operation, maintenance, sanitation, best practices – Raw Material suppliers • Use, product life cycle, storage, troubleshooting • Reciprocity – Contract service providers • Pest control, chemical usage, laundry services – Consultants – Networking opportunities – Trade Organizations
- 8. ROI Company • Decreased turnover • Increased productivity • Brand protection • Consistent quality • Repeat sales • Employee engagement • Culture stability • Safe work place • Decreased insurance cost Community • Self supporting • Family provider • Community support • Long term employability • Skills development • Economic stewardship • Health and wellbeing • Safety proponent
- 9. Developing a Training Program For Your Organization Finding the Right Blend of Learning Tools for Your Organization Jerry Van Oort intRAtrain® by Russell Associates
- 10. Where to Start…… • Assess organization culture and attitudes • Define company business drivers, key strategies and organizational goals • Success is dependent on alignment with organization goals
- 11. Needs Assessment Training Content Delivery System Implementation Training Program TrainingProgram Development
- 12. Needs Assessment Training Content Delivery System Implementation Training Program Strategic – comprehensive & holistic Tactical – focused on organizational goal(s) Defining the scope of training Engagement by leaders is critical TrainingProgram Development
- 13. Audience Industry Insights Business Acumen Customer Focus Deliver Results Personal / Professional Development Teamwork Plant Manager C C C C Shift Supervisor C C C Procurement Manager C C C C QA MGR C C C C Lab MGR C C C OPS Director C C C C Superintendent C C C Warehouse MGR C C C Receiving MGR C C C C IT MGR C C C C C Maintenance MGR C C C Rating Scale: C = Core Audience Industry Insights Business Acumen Customer Focus Deliver Results Personal / Professional Development Teamwork Plant Manager C M C C C M Shift Supervisor M M C C C Procurement Manager C M M C C C QA MGR M C M C C C Lab MGR M M C C C OPS Director M C C C C Superintendent M C C C M Warehouse MGR M C C C M Receiving MGR M C C C C IT MGR M C C C C C Maintenance MGR C C C Rating Scale: C = Core M = Mastery Competencies By Position Audience Industry Insights Business Acumen Customer Focus Deliver Results Personal / Professional Development Teamwork Plant Manager C M C C C M Shift Supervisor E M M C C C Procurement Manager C M M C C C QA MGR M C M C C C Lab MGR M E M C C C OPS Director M E C C C C Superintendent M E C C C M Warehouse MGR M E C C C M Receiving MGR M E C C C C IT MGR M C C C C C Maintenance MGR C E C C E E Rating Scale: C = Core M = Mastery E = Elective
- 14. Needs Assessment Training Content Delivery System Implementation Training Program Position core competencies and development levels Training content requirements TrainingProgram Development
- 15. Training Content Needs Matrix
- 16. Needs Assessment Training Content Delivery System Implementation Training Program Ideal training delivery system is effective and efficient TrainingProgram Development
- 17. What Are The Five Elements of a Great Training Experience? Training for Impact Learning Experience x Work Environment Business Results ($) ParticipantStyle Reinforcement Content Sequence & Timing Learning ActivitiesMedia & Materials EFFECTIVE & EFFICIENT LEARNING
- 18. Needs Assessment Training Content Delivery System Implementation Training Program Selecting learning tools Ideal training delivery system is effective and efficient TrainingProgram Development
- 19. Learning Tools Individual Learning: learning lab or job floor • Videos – core job skills, compliance topics, job aids • Verify job skills through observations and job audits • Hardware tools: computer kiosks, tablets, smart phones
- 20. Learning Tools Classroom: • Facilitator led classes using training media with audio • Check-for-knowledge and testing using RF keypad technology Virtual classes: • Web conferencing technology Training reinforcement and refresher: • Video based coaching and job aids • MP3 audio files
- 21. Traditional vs. Interactive Retention
- 22. Involve all stakeholders in planning and execution Monitor KPI’s and ROI Needs Assessment Training Content Delivery System Implementation Training Program TrainingProgram Development
- 23. Needs Assessment Training Content Delivery System Implementation Training Program Involve all stakeholders in planning and execution Monitor KPI’s and ROI TrainingProgram Development Selecting learning tools Strategic – comprehensive & holistic Tactical – focused on organizational goal(s) Defining the scope of training Engagement by leaders is critical Position core competencies and development levels Training content requirements Ideal training delivery system is effective and efficient
- 24. Maintenance Talent Recruitment, Retention, and Development Rowdy Brixey Bimbo Bakeries, USA
- 25. Talent Recruitment - Maintenance Today you need a multi-faceted approach Maintenance Mechanics and Maintenance Managers High School/Tech School Word of Mouth Advertising College Internships Social Media Career Day Tomorrow’s Team Colleges High Schools Current Talent
- 26. Talent Retention - Maintenance Today you need a multi-faceted approach The Talent Mentoring Training Vision Opportunity What do you want to be? Will I be developed? Coach on the inside & outside (Phone a friend) Will I get promoted? Will I need to move? Can I grow with this company? Why should I stay here?
- 27. Talent Development - Maintenance Today you need a multi-faceted approach Objective: -HEAD •Aptitude - Learning - Experience -HEART •Passion - Commitment - Drive -HANDS •Execution - Behaviors - Effort
Editor's Notes
- What will your company culture support? What is capacity of the organization’s leaders to lead the development and implementation of a training Program? What are the business drivers that drive the economic engine of your company? How does your company produce value for its customer? How does your customer measure your company’s performance Leadership and support from the owners and senior leaders of your company is critical. How closely aligned is the training Program to your company’s organizational goals? Assess organization culture and attitudes toward training and development of employees. Company business drivers, key strategies and organizational goals. Training Program success is dependent on alignment with organization goals.
- The process starts by assessing the current situation and defining the scope of the training Program? Needs Assessment: Defining the Scope of Training - What is scope of the training program? Strategic – encompassing all job families and training needs Tactical – focusing on filling training gaps for skill development, compliance, or linked to an organizational goal(s) What are the job families/position types to be trained? Training Content: What are position core competencies & development levels? Documenting job tasks of each job family and position Safety hazards based on Job Hazard Analysis (JHA) – affected and Authorized Food safety and security, quality and GMP’s requirements What are the training content requirements? Writing behavior descriptors for each performance standard (what must the employee know or be able to demonstrate?) Mapping competencies to existing training content Identify gaps in existing training content Determine training content sourcing and/or development needed to fill gaps and meet learning requirement Define how employee knowledge and demonstrated job skills will be measured
- The process starts by assessing the current situation and defining the scope of the training Program? Each company’s current employee training & development current situation and business needs are specific to the company. Needs Assessment: Defining the Scope of Training - What is scope of the training program? Strategic – encompassing all job families and training needs Tactical – focusing on filling training gaps for skill development, compliance, or linked to an organizational goal(s) Engagement and ownership by leaders in disciplines, departments & locations affected is critical. What are the job families/position types to be trained?
- Training Content: What are position core competencies & development levels? Documenting job tasks of each job family and position Safety hazards based on Job Hazard Analysis (JHA) – affected and Authorized Food safety and security, quality and GMP’s requirements What are the training content requirements? Writing behavior descriptors for each performance standard (what must the employee know or be able to demonstrate?) Mapping competencies to existing training content Identify gaps in existing training content Determine training content sourcing and/or development needed to fill gaps and meet learning requirement Define how employee knowledge and demonstrated job skills will be measured
- Delivery System Consideration: Impact on knowledge and skill development, retention, and application Learning style preferences Importance of engaging students in active learning environment Infrastructure limitations and access considerations Impact on production scheduling and productivity So what are the five elements of a Great Training Experience Individual learning - eLearning modules, videos Computer kiosks in learning lab or Program floor Tablets, smart phones Classroom and Workshop: Instructor led Facilitator led using training media with audio RF keypad technology to check-for-knowledge and testing
- What Elements of a Great Training Experience? There are five that make up efficient and effective learning. The first is… If any element is missing, then the training will not achieve its potential. However, there is more to the equation. Even great training has to be reinforced in the organizations work environment. This equation shows the reality. If the work environment does not support the application of skills, then the business results are zero. We will discuss more about this later on. When the five elements are optimized, and the training is great, what should it actually do?
- Delivery System Consideration: Impact on knowledge and skill development, retention, and application Learning style preferences Importance of engaging students in active learning environment Infrastructure limitations and access considerations Impact on production scheduling and productivity
- Individual learning - eLearning modules, videos Computer kiosks in learning lab or Program floor Tablets, smart phones Delivering content via a variety of methods (i.e. individual learning with videos, Job aids, using what’s available with new technology, training on the floor); trainer giving feedback; coaching.
- Classroom and Workshop: Instructor led Facilitator led using training media with audio RF keypad technology to check-for-knowledge and testing Virtual Classes: Training reinforcement and refresher
- The process starts by assessing the current situation and defining the scope of the training Program? Needs Assessment: Defining the Scope of Training - What is scope of the training program? Strategic – encompassing all job families and training needs Tactical – focusing on filling training gaps for skill development, compliance, or linked to an organizational goal(s) What are the job families/position types to be trained? Training Content: What are position core competencies & development levels? Documenting job tasks of each job family and position Safety hazards based on Job Hazard Analysis (JHA) – affected and Authorized Food safety and security, quality and GMP’s requirements What are the training content requirements? Writing behavior descriptors for each performance standard (what must the employee know or be able to demonstrate?) Mapping competencies to existing training content Identify gaps in existing training content Determine training content sourcing and/or development needed to fill gaps and meet learning requirement Define how employee knowledge and demonstrated job skills will be measured
- The process starts by assessing the current situation and defining the scope of the training Program? Needs Assessment: Defining the Scope of Training - What is scope of the training program? Strategic – encompassing all job families and training needs Tactical – focusing on filling training gaps for skill development, compliance, or linked to an organizational goal(s) What are the job families/position types to be trained? Training Content: What are position core competencies & development levels? Documenting job tasks of each job family and position Safety hazards based on Job Hazard Analysis (JHA) – affected and Authorized Food safety and security, quality and GMP’s requirements What are the training content requirements? Writing behavior descriptors for each performance standard (what must the employee know or be able to demonstrate?) Mapping competencies to existing training content Identify gaps in existing training content Determine training content sourcing and/or development needed to fill gaps and meet learning requirement Define how employee knowledge and demonstrated job skills will be measured