How to train your employees effectively?

Employees go to other jobs when they stop learning and developing. If their employers have proposed a development program, it may not have lived up to expectations or been properly structured.

There are thousands of people who had left their employers because their responsibilities and training opportunities were not as promised. Employers may have wanted to provide training and development, but have been unable to successfully structure the program.

The following information will help you properly plan your training and development program to help your employees fly. Whether you are an individual doctor, recruiting new employees, working in the human resources department of a large company, or have limited resources, this article will help you do it.

Necessary knowledge and goals

There is a minimum amount of knowledge and skills that employees must possess before starting a training and development program.

The minimum amount of knowledge depends on whether the program is designed for new or active employees. Training programs for new employees should include the skills described in job descriptions and standards. Programs for existing employees should include a list of skills to be considered for the training and development program.

Both programs should include “intermediate stages” or objectives. These objectives are located in places where the staff member can say they know what to do and the trainer agrees with the staff member. Plans should have structured sections that build logically on top of each other.

For example, in a new employee training program, start with the basics: learning about company policies and benefits; how to open an office if you are the first to do so; equipment, computers, resources, and online programs; other external departments; resources that will help you answer questions; daily customer service information; and what programs and activities are aimed at attracting customers, financial planning, ongoing service, and so on.

However, an existing employee, such as one in a paragliding training program, to become a financial planner who will be involved in prospecting and acquiring a new business, should explore the process of communicating with potential customers: where and how to find them, what to say, how to make contact, how to identify and understand the real needs and goals of potential customers, and how to determine if the firm can help and establish a working relationship with them.

Training and development program materials should include resources, reference materials, programs, and contacts of people willing to help students learn. Employers should have materials and trainers ready to work with workers before training begins. The employer should evaluate trainers and information to create positive learning experiences by interviewing participants after the program is completed and evaluating the results.

During training or development, employees should update company manuals and policies when they find the information outdated. Employers should recognize students who devote time to this.

Successful program components

1. To take into account everyone’s work style:

Everyone has their own style of work and communication. When these styles are similar to those of a trainer, everything moves efficiently. But this is not always the case. Trainers will meet employees with different styles of work.

This is a real scenario: a customer service manager trains a new customer service representative. Instead of relying on previous training, the manager handles incoming calls on arrival, instructing the new employee on how to do so. It is normal for a new employee to be someone who can move from one activity to another, but that employee was looking for the next logical step to fully understand the process. The manager was trained according to his work style, not the student’s style.

Identify the work styles of both participants and trainers using one of the many tools available.

Comments and questions: Ask questions to understand the employee’s biography: how were previous programs created, what materials used, in what order were they processed, how much training was required, how much involvement was required, and what would the employee have done differently, whether he or she was a trainer? Observe how the employee is working on his or her assignments and communicating with you, but be aware that he or she may need to work outside his or her natural style.

2. Express your expectations clearly:

Include a list of the learner’s and learner’s expectations in the job description or program. Trainers establish schedules for meetings and discussions of progress; trainers inform trainers of their training programs. Where appropriate, the program should include a list of deadlines for completion of individual parts of the program and instructions for follow-up and transfer of results.

3. Motivation from within;

Motivation should come from within to be successful. Trainers can stimulate students’ motivation by recognizing and encouraging their success.

Trainers should prepare to meet with participants to discuss any changes. Some of the questions that trainers of trainers should ask themselves as they prepare: What is the purpose of this conversation and what are the results I want to see? Depending on the employee’s personality, how can I ask questions to get the information I need, how much does the employee earn, and why do I have to do what I ask? If I were him, what would or should I move, how could I improve or change the program, materials, and conditions to increase the motivation of the employees?

As a trainer, whether you are an owner or manager, you do not always need to agree with the employee and you should be prepared to discuss why not. Never think that an intern will understand why you say no.

4. Establish a consistent dynamic of progress;

Make sure everything is in order and meets expectations during planned and consecutive meetings. Only certain events or situations can lead to the postponement or cancellation of the meeting. This should be established immediately and agreed upon by both the supervisor and the employee. Inconsistency in the organization of meetings sometimes results in a loss of mutual respect on the part of both the employer and the employee.

All parties should always be prepared for such meetings. The duration of meetings may vary, but be sure to give them a minimum of time.

5. Ask questions;

Trainers should ask questions to better communicate with the participants. Questions can be asked in different ways. Using the wrong phrases can lead to unsatisfactory results. You need to know the trainee’s personality and behavior and understand how to ask questions in order to engage them in a positive conversation.

Asking someone who thinks he or she is always right about why he or she has done something useless may not be helpful. A person can react by defending what he or she did, rather than looking at his or her observations about how to do it better. You can get more information by saying, “How can we do something different or better to achieve this result?”

As a coach, be prepared to provide detailed information, so that you do not get personally involved in the confrontation, but explain your position correctly.

By asking someone questions such as “How do you feel about the results”, focused on achieving objectives and actions, you can create a negative impression on your skills. Action-oriented people often simply want facts and instructions.

Avoid “bad questions” — manipulative questions that make people agree or force them to do what you want without asking them directly; obvious questions; accusatory questions “why”; or questions in response to questions.

Tips for setting up a successful personal training and development program

Follow these tips to create a successful program:

· Defining goals and objectives

· Time schedules

· Define a training policy, i.e. what your company is willing to pay for

· Train trainers  gain the support of people with skills and knowledge to train employees

· Help employees motivate themselves to learn

· Arrange for a regular check-in

· Recognize and evaluate the achievement of objectives