Train the Trainer Conference Training Concepts. August 2014

Transcription

1 Train the Trainer Conference Training Concepts August 2014

2 Training Concepts Objectives Understand leading practice training concepts Familiarize yourself training process management and development Understand how to apply this material to your training initiatives

3 Agenda The Value of Training Planning Training Training Channels Training Administration Develop Training Training Delivery Training Continuous Improvement

4 Employee Motivation Before we can address the importance of training, we need to look at what motivates employees and how training factors into that motivation. People are driven by four basic emotional needs: The drive to Acquire The drive to Bond The drive to Comprehend The drive to Defend Training has the potential to help satisfy all of these needs at some level.

5 Why Develop Training? Knowledgeable employees make fewer mistakes and this helps reduce operating costs. Training programs demonstrate that agencies are interested in their employees' professional development or skill enhancement. Employees reciprocate with loyalty. It creates the reputation of a great place to work and results in less absenteeism. Reduce employee turnover as trained employees can grow within the agency. Increase motivation, job satisfaction and morale among employees. Training instills pride in the agency s work.

6 The Cost of not Training According to the society for Training & Development: 41% of employees at companies with inadequate training programs plan to leave within a year versus 12% of employees at companies who provide excellent training and professional development programs. A company will lose 10 to 30% of its capabilities per year without a consistent skills development plan. By year three, an organization has retained only 41% of its original capabilities, dwindling to 24% by year six. This is mostly due to employee movement, process changes, technology changes.

7 More than 72% of companies believe that the skill of their teams is the most important success criterion for critical operation functions. Companies in the top quarter in training expenditure per employee per year ($1,500 or more) average 24% higher profit margins than companies that spend less than that (According to HR Magazine). Key success factors for critical operations functions: 12.00% Skill of the Team Value of Training 8.50% 18.80% 60.70% Effort of the Team Support of Management Other

8 Benefit to Organization The Learning Chain Learning chains are designed to make learning more actionable with your organization s processes and individual job roles. Content, be it in the form of a formal class or a piece of information, must be simultaneously available and appropriate to a set of potential problems. If the solution is believed to be available and appropriate, it is more likely to be accessed. If it is accessed, it is more likely to be absorbed. If it is absorbed, it is more likely to be applied. If it is applied, it is more likely to drive individual performance and execution of business processes. Available Appropriate Accessed Absorbed Applied Benefit to Individual

9 Value to the State of Florida Agencies are having to do more with less, increasing effectiveness is key. Skill development and training programs can impact effectiveness through: Increased productivity and performance improvement. Improved organization satisfaction. Increased employee morale and retention. A skill development and training program can be developed using cost effective methods. There are negative impacts and costs incurred due to a poorly implemented skill development and training program.

10 Agenda The Value of Training Planning Training Training Channels Training Administration Develop Training Training Delivery Training Continuous Improvement

11 Planning Training - Overview To fully capture the value of training, agencies should develop a training plan that matches employee preferences to training modalities and training needs. The training plan should include an instrument to measure the return on investment in categories such as productivity gains, improved customer service, compliance and increased employee morale/retention. Trainers and training development teams must be well trained to ensure support. Executive mandate may be required to ensure a successful training deployment.

12 Training Objective The Training Plan Highlights program activities and provides executive summary. Training Goals Documents key goals of the training plan. Training Team Identifies training team and defines role and responsibilities. Training Schedule Provides high level training schedule. Detail tracking will take place in the training & registration tracker. Training Development Defines any training development or updates to material required. Highlights key dependencies and provides high-level timelines.

13 Demo The MFMP Training Plan & Calendar

14 Training Management Assess training needs. Develop training plan. Manage training effort, development & delivery. The Trainers Function as subject matter experts. Putting Together The Team Assist in training development and planning efforts. Deliver training. Key Stakeholders Participate in training planning sessions, providing input on program area needs. Contribute to effort by working with training management to collect process improvement data.

15 The Training Approach The training approach aims to provide comprehensive and targeted training to organization resources while at the same time minimizing the need to develop or participate in unnecessary training. Define Roles and Responsibilities Develop Competency Model Align Training Plan Deliver and Monitor Learning Provides a bucket of roles, responsibilities and functions around which the training plan is built. Identifies the capabilities and attributes to be demonstrated by competency level. Links Roles and Responsibilities to competency levels and outlines a map for delivering training. Looks at the effectiveness of the learning initiative during delivery and can improve the training approach.

16 Developing a Competency Model A competency model identifies the core skill and the expectations for each skill per level. Below is an example for competency expectations regarding procurement tools. Procure to Pay Procurement Tools Basic Makes effective use of procurement solutions Acknowledges the need to utilize procurement tools in efficient manner Utilizes procurement tools for requisitions, receiving, change orders and invoicing Advanced Knows the various transactions types and how they work with the financial solutions Use reporting and search capabilities own work easier and structured Looks actively to utilize new functionalities and applications that may make work easier and/or help colleagues grow Supervises and encourages colleagues to adopt procurement solutions

17 Mapping Competencies to Groups With the user groups and the competency definitions identified, the next step is to map them together. For each user group and competency the Training Plan Team should identify what level a user needs to achieve.

18 Aligning Learning Solution After the competency model is completed the training plan can be aligned to learning assets. Example Learning Assets In-Person Training Job Aids Office Hours

19 Training Delivery and Monitoring Metrics should be derived to determine training effectiveness. The metrics will assist the Training Team in adjusting training during the year and planning for the next training cycle. Training Completion by Group Utilization by Learning Asset Purchasing Agent Approver Requestor Advanced Completion Basic Completion Total in Group Webinar 20% Office Hours 20% In-Person 20% Job Aid 40%

20 State of Florida Training Plans If you have regional offices, look to include local resources as part of the training team to minimize travel costs. Ensure you have an adequate number of trainers for the number of users and competency gaps you have identified. Make sure training plan focuses on training related to your Agency s identified procurement priorities. Utilized MyFloridaMarketPlace provided training channels as part of the training plan to minimize development and training delivery on Agency resources.

21 Exercise Roles, Responsibilities & Competencies Break class up into groups Each group will be given a role and a competency (i.e. Purchasing Agent, Contract Administrator, Invoice Reconciliation). Have each group define a set of expectations for basic and advanced resources. Have a spokesperson share with the group.

22 Agenda The Value of Training Planning Training Training Channels Training Administration Develop Training Training Delivery Training Continuous Improvement

23 Training Channels In-Person Training (Workshops & Seminars) Online Self- Paced Webinars One on One Coaching Office Hours Job Aids Manuals

24 In-Person Seminars What It Is Best suited for Typically delivered by experts in classrooms. The course may be supported by a training environment for demonstration and practice. Learning cognitive content, specifically conceptual, process based, and application-level content. Advantages Integrates business rules, processes and system transactions. Creates an interactive environment that promotes questions and discussion around training topics. Easily adaptable based upon instructor observation of participants. Recommended for covering complex subject matter. Disadvantages Highly trainer dependent. Requires the availability of subjectmatter experts to deliver. Must be delivered multiple times and at various locations. Requires prerequisites that ensure that all participants are at the same level and a pace can be set for the delivery of the course. Sustainability of the training is highly people dependent.

25 Online Self-Paced What It Is Best suited for A self paced or instructor led method delivered via a Learning Management System (LMS). learning cognitive content related to learning new tools, conceptual and application-level content. Advantages Highly efficient method of training for web-based applications Can be taken at point-of-need, wherever users are located Maintenance is streamlined; content is updated easily Flexible navigation and strong search capability allows users to access specific information Decreased reliance on trainers Disadvantages Requires users to have access to updated PC, modem, web access, etc. Higher development ratios than ILT (more detail needs to be built-in) Requires more robust technical architecture & infrastructure Requires users to have web proficiency Users need to be self-motivated and proactive to complete learning

26 Webinars What It Is Best suited for Typically delivered by experts virtually. The course may be supported by a training environment for demonstration. Learning cognitive content, specifically conceptual, process based, and application-level content. Advantages Integrates business rules, processes and system transactions. Allows instructor led training across a broad geographic area. Leveraging In-Person seminar training material reduces development and update time. Can be recorded and distributed to additional users. Disadvantages Highly trainer dependent. Requires the availability of subjectmatter experts to deliver. Must be delivered multiple times. Reduced interaction with participants. Sustainability of the training is highly people dependent.

27 One on One Coaching What It Is Best suited for Informal training conducted one-on-one or with a small group of participants. Emphasizes interactive discussion and hands-on practice of certain tasks. Performance support, specific issue resolution. Advantages Creates an interactive environment that promotes questions and discussion around training topics. Allows for rapid and thorough knowledge transfer. Supports the building of relationships and trust. Ideal for small audiences. Very personable. Disadvantages Requires more time to deliver. Requires the coach to have knowledge and expertise. Not consistent (no training data in the system to structure the discussion).

28 Office Hours What It Is Best suited for An environment in which participants can bring specific examples, questions and issues practice the skills and content learned. Practice environments can contain actual converted data to increase realism. Discovery learning and/or, meaningful reception learning, and/or repetition and practice of learned content. Advantages Allows unlimited practice. Allows users to use a production-like system without fear of the consequences of errors. Great to set up fake error scenarios that participants need to troubleshoot. Great for review after initial training. Disadvantages Not always consistent (no guides or training data set up for a specific purpose). Users may have varying levels of proficiency before using. Desired data may not be available. May not be suitable for large numbers of users simultaneously. Refreshes may not be possible. Can be expensive to set-up a separate environment.

29 Job Aids What It Is Best suited for A quick reference for simple tasks and information to minimize effort in performing tasks on the job. Learning cognitive content, specifically conceptual, process based, and application-level content. Advantages Simple, quick and easy to use. High accessible for referencing at point of need. Flexible approach to cover wide range of needs. Leverages knowledge of the experts and reduces the reliance on their support. Very user friendly. Disadvantages Does not provide a platform for Questions & Answers. Not appropriate for complex tasks. Requires reproduction and distribution and is more difficult to maintain.

30 Exercise Q&A Training Channels What would be an appropriate channel for: Rolling out new purchasing policy and procedures regarding Purchasing Cards across an agency in several locations? A refresher on agency specific fields and values for requisitions for all users? On-boarding new employees in MyFloridaMarketPlace? Providing assistance on managing agency specific contracts?

31 Agenda The Value of Training Planning Training Training Channels Training Administration Develop Training Training Delivery Training Continuous Improvement

32 Scheduling & Communication At the beginning of each month arrange and confirm the next month s (or quarter s) training according to the plan. Consider room reservations far in advance. Reserve conference rooms for seminars Ensure a computer lab is available for workshops Reserve a quiet space for webinars Office hours may require a different type of room depending on goals Consider the days. Mondays and Fridays may not be the best days. Training times mornings are often better with less distractions.

33 Sample Training Tracker The MyFloridaMarketPlace team uses an Excel spreadsheet to track courses and attendance metrics. Course Target Date Status Time Channel Location Staff Lead Available Slots # Registrants # Attended Contracts 4/7 Completed 8:30-9:30 a.m. Webinar Online Trainer Buyer equote 4/7 Canceled 2-3 p.m. Seminar Training Room 1 Trainer Receiving 4/15 Open Catalogs 4/20 Open 8:30-9 a.m a.m. Webinar Online Trainer Seminar Training Room 1 Trainer MFMP Buyer 4/20 Open 2-3 p.m. Office Hours Conf. Rm. 183 Trainer 1 equote Clinic 4/21 Open Buyer equote 4/30 Open 8:30-9:30 a.m. 8:30-10 a.m. Workshop Computer Lab 2 Trainer 3 Seminar Training Room 1 Trainer

34 There are several tools you have access to that can be used to support registration and tracking for your training. Free online tools like Constant Contact can be used to manage registrations. Excel can track scheduling, locations, and registration information. Place the document where it can be accessed by the training team to make coordination simple. Use outlook to send calendar appointments to registrants. Communicate trainings via and internal agency messaging solutions. Use a shared for training registration replies and confirmations. Registration

35 Demo Constant Contact for Registration Management Constant Contact can provide los cost, selfservice registration management Once created, easy copy of past registration reduces setup time. Agency users can register themselves, reducing training management overhead. Cancellations have to be managed by the training registration owner.

36 Demo Survey Monkey for Satisfaction Tracking Survey Monkey can provide free or low cost training satisfaction and quality tracking Once created, easy copy of past surveys reduces setup time. Agency customers online need a PC and the internet to take a survey. Survey Monkey offers data trends in chart form and easy methods to download results to view trends.

37 Training Process & Procedures Develop training process and procedures to make training management easy. Define monthly/quarterly procedures Define activities per training Build communication templates Determine a cancelation threshold based on registrants vs. maximum course participants. Send reminders or cancelations notices at least 24 hours in advance. Develop a process and procedures document.

38 Demo Training Communications & Procedures Training course checklist Communications Things to consider

39 Agenda The Value of Training Planning Training Training Channels Training Administration Develop Training Training Delivery Training Continuous Improvement

40 Development Approach To ensure that the training course aligns with your agency s vision and expectations, include frequent reviews of all developed materials from the training plan to the final build of the course modules. Training Design Plan Training Outline Material Designs Material Development Delivery Internal Review Internal Review Internal Review Internal Review

41 Development Approach To ensure that the training course aligns with your agency s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules. Training Design Plan Training Outline Material Designs Material Development Delivery Internal Review Internal Review Internal Review Internal Review A training plan design document will define the approach, timeline, and overview of the new material or update.

42 Development Approach To ensure that the training course aligns with your agency s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules. Training Design Plan Training Outline Material Designs Material Development Delivery Internal Review Internal Review Internal Review Internal Review The Training outline helps organize the training and directly translates into the training material development. This is key for new material.

43 Development Approach To ensure that the training course aligns with your agency s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules. Training Design Plan Training Outline Material Designs Material Development Delivery Internal Review Internal Review Internal Review Internal Review Before beginning course material development; build or update training templates. Be sure to refer to agency design standards.

44 Development Approach To ensure that the training course aligns with your agency s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules. Training Design Plan Training Outline Material Designs Material Development Delivery Internal Review Internal Review Internal Review Internal Review Take checkpoints with overall training development team to ensure material is developing in accordance with training vision and goals.

45 Training Content Development Training content should be organized into three phases of learning. Tell the audience what they are going to learn. Show them what they need to know. And finally, let them try it themselves. Tell Show Do Introduction Demonstration Activity

46 Tell the audience what they need to know. Training Content Development Tell Show Do Introduction Demonstration Activity

47 Training Content Development Show the audience what they should be able to do Tell Show Do Introduction Demonstration Activity

48 Training Content Development Let the audience try what they need to do Tell Show Do Introduction Demonstration Activity In this activity, you will use the equote templates to launch a quick event for special marketing campaign Create a new equote project Enter the details of your event (per the exercise worksheet) Launch the event (this event will be used in a follow on exercise)

49 Development Guidelines Training Slides Each slide should illustrate a single point or idea. Use large, legible fonts. Creating Visuals Keep the design of visuals simple. Ensure legibility to the person sitting the farthest from the screen. Avoid overcrowding on the slide, to keep message from being lost. Use color with purpose, not for decoration. Think about what the slides will look like if printed. Keep special effects to a minimum. Provide reasonable production deadlines.

50 State of Florida Training Development Utilize existing MFMP training materials where possible to jumpstart agency specific training development. IE: Tailor the Purchasing 101 training to your agency s requesters and to reflect your agency s policies. Set up example orders, invoices, or contracts so your customers in training can practice on them.

51 Demo Adapting MFMP Training Review of MFMP U Training Materials Training materials are available for most workshops, seminars and webinars. Material can be applied to agency templates. Material can be updated with agency specific information or screen shots.

52 Agenda The Value of Training Planning Training Training Channels Training Administration Develop Training Training Delivery Training Continuous Improvement

53 Presenting Guidelines Rehearse, rehearse, rehearse before the presentation. Arrive extra early at the presentation site and work closely with the technical professional. Bring backup visuals. Project a blank screen during lengthy transition, while entering into discussion.

54 Learning Styles While individuals may move between learning styles depending on the situation and level of experience, they tend to prefer one style over another. Activist Having an experience Pragmatist Planning the next steps Reflector Reviewing the experience Theorist Concluding from the experience

55 Learning Styles - Activists Activists are willing to execute quick tasks in the present. They enjoy presentations, reading, and activities in which they don t have to lead. Strengths Like to have a go Involve themselves fully in new experiences Are open-minded and enthusiastic about anything new Weaknesses Tend to act first and consider the consequences afterwards Often take unnecessary risks Tendency to do too much themselves Rush into action without sufficient planning Get bored with implementation/ consolidation

56 Learning Styles - Reflectors Reflectors do not enjoy participating during learning. Instead they prefer to watch first and absorb the information. They then like to plan their own course of action and then implement what they have learned. Strengths Careful Thorough and methodical Thoughtful Good at listening to others and assimilating information Rarely jump to conclusions Weaknesses Tendency to hold back from direct participation Slow to make up their minds and reach a decision Tendency to be too cautious and not to take enough risks Not assertive not forthcoming with their point-of-view

57 Learning Styles - Theorists Theorists prefer theories and like to have ideas presented in an organized fashion. The examples need to be real world as long as they make the point. Strengths Think problems through step-by-step Rational and objective Good at asking probing questions Disciplined approach Weaknesses Restricted in lateral thinking Low tolerance for uncertainty, disorder and ambiguity Intolerant of anything subjective or intuitive Full of should, oughts, musts

58 Learning Styles - Pragmatists Pragmatists prefer realistic examples that relate directly to their roles. They would rather learn how to apply the concept to their job rather than review hypothetical. Strengths Like to try out ideas, theories and techniques to see if they work in practice Practical, down to earth, realistic Businesslike gets straight to the point Technique oriented Weaknesses Tendency to reject anything without an obvious application Not very interested in theory or basic principles Tendency to seize on the first expedient solution to a problem On balance, task oriented rather than people oriented

59 Increasing Learning As parting of a skill development program, learners should be encouraged to participate with an open mind. Behaviors that increase learning: Behaviors that decrease learning Asking questions Suggesting ideas Exploring options Taking risks and experimenting Being open about the way it is Admitting inadequacies and mistakes Converting mistakes into learning Reflecting and reviewing Discussing what has been learned Taking responsibility for your own learning Acquiescing Rubbishing ideas Going for expedient, quick fixes Being cautious Telling people what they want to hear/ filtering bad news Not admitting mistakes Repeating the same mistakes Rushing around being active all the time Discussing only what happened Waiting for others to do it for you

60 Each person should take a learning style quiz. Exercise Quiz

61 Exercise Training Development Break class up into groups Each group will be given a channel and a set of Lego. Each group will build a prototype with a minimum of 15 pieces. Each group will build training based on the channel in order to have the other groups build their design. Deliver the training.

62 Agenda The Value of Training Planning Training Training Channels Training Administration Develop Training Training Delivery Training Continuous Improvement

63 Attendance lists Create sign in sheet from registration process. Have last minute attendees manually enter their information. Training Feedback Reconcile registrants vs. attendees to ensure compliance and tracking against training goals. Course Surveys Develop a course survey that allows you to compare each course against others. Strongly encourage attendees to complete survey s. Analyze and store results in a central location for easy annual review. Performance Metrics Set measurable performance metrics and take before & after picture to see improvements.

64 Sample Survey Questions The following questions can be measured on a five point scale: (Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree) The Training was well organized Training materials were helpful to my learning. The information presented will be of value to me in my current and / or expected job responsibilities. Training leader was knowledgeable about the MFMP system. Training was easy to understand. Training leader answered my questions clearly The pace of the instruction was appropriate. This question is measured on a five point scale: (Excellent, Good, Average, Fair, Poor) Overall I found the MyFloridaMarketPlace Training to be: It is a good idea to have an open entry section where users can fill in additional comments.

65 Demo Training Survey Feedback Survey Monkey Free accounts Online survey s Survey result analysis and export

66 Annual Training Review The training development approach requires annual feedback, ensuring that the next training plan advances the skills and knowledge gains obtained during the current cycle. On an annual basis conduct a training review session with training team and key stakeholders. Utilize collected training feedback and metrics to determine prior year training effectiveness. Review competency model and adjust based on agency organization and process and procedure changes. Develop new training plan based upon feedback and metrics.

67 Questions? Q&A