workplace wellbeing
A HAPPY EMPLOYEE MEANS
A SMOOTH RUNNING,
PROFITABLE BUSINESS.
information obtained here is what will drive the design,
delivery, assessment and evaluation of the training.
A proper analysis and design strategy will identify the
desired results. It will use clear learning outcomes tied directly
to the needs analysis results.
2. Begin with the end in mind: Dr. Stephen Covey wrote
a book entitled The 7 Habits of Highly Effective People.
Habit number two: begin with the end in mind, is based
on imagination – the ability to envision what cannot
be seen. It is based on the principle that all things are
created twice. There is a mental (first) creation and a
physical (second) creation. Training is no different. There
is a need to think about desired results – what learners
should be able to know, understand and do – by the end
of the training.
3. Know the audience: part of the training strategy involves
identifying the different types of learners in order to meet the
different learning styles.
The auditory learner likes lectures and needs an oppor-tunity
to discuss content. The visual learner likes to see the
instructor demonstrate concepts, see visual aids, graphics and
the use of white boards or flip charts. The tactile or kines-thetic
learner likes the hands-on approach whenever possible
and enjoys the opportunity to role-play or act out the situ-ation.
Training needs to be designed to incorporate these
different learning styles.
4. Measure and evaluate training results: There are specific
questions that should be answered after the completion
of training:
■■ What and how much of the information did the
participant absorb?
■■ Did the training meet the learning outcomes and
organizational needs?
■■ How well did the participant learn the material?
In order to answer these questions, post-training monitoring
and feedback at different intervals are required to see that the
training has had the desired effect on behaviour. This can be
achieved through formal performance evaluations, training
evaluation sheets, pre- and post-training testing and a formal
evaluation of behaviour.
Organizations invest considerable time, effort and resources
into training employees. Much of this expenditure can be wasted
if sufficient time isn’t spent on proper analysis and planning to
ensure the training is linked to the expected behaviours desired
in the workplace. When training is implemented, and monitored
effectively, organizations can then begin to maximize their invest-ments
in training. n
Jeff Thorne is the manager of training and consulting of OSG.
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