Category: Human Resources

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Estimation time when starting a training program

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Everyone has or should have a general idea of how much time it takes to develop a new training program. In the research I’ve done times are all over the place 10:1 all the way up to 40:1 the later being very generous. I think if you had a 40:1 ratio you’d never find a position or that you are really re-inventing the wheel.

As a grad student I designed (with the awesome help of my mentor) a program that covered the entire HPT process. I think since I was starting from scratch and including everything from how to do a needs assessment, task analysis, how to conduct interviews and design them and design and process surveys and evaluation including ROI I probably spent the 40:1 ratio. But I had to research every aspect of the processes. I even included the brain teasers I used. The manual ended up being 208 pages!

Folks this is or was – the exception to the rule. I believe a comprehensive training program could be done at a 20:1 ratio. This of course depends on how fast research can be done and how focused you can be. Using DACUM studies, books that you have on hand and looking at what is already available and in place helps. (This is why having a well organized library is very important)….

It is however very important to try and estimate the time and perhaps give a higher estimate maybe by 5 so you can always meet your deadline. As a “new-bee” in the field I’d probably estimate at 30:1 and try and come in at 20:1 but I’d give myself the 10 just in case I’d underestimated something. I think it’s very important to come in on deadline and under if possible.

As always happy training and comments, concerns are always welcome!

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881
– Read my blog: Training and Development

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Tools for your Training/HPT toolbox

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Sorry this is a day late, life happens – Well I promised to give some useful tools to put in your training toolbox – I had a comment on a past post and the writer suggested that “companies are choosing to use additional methods such as corporate videos for training and development opportunities (benefits enrollments in particular)”. The gentleman sent a link to his site and I thought it might be a good tool so the link is:

http://www.icorporatevideo.com – you might want to check it out. – other tools are:

Books – I recommend the following:

Brain teasers, There are a myriad of these out there amazon.com is a good place to look – Brain teasers are a great place to start a training session gets em up and thinking!

Any book by Robert Mager

Donald Kirkpatrick’s 4 levels of evaluation

Make Training Work – Phillips

e-Learning – Rosen

Training aint telling (ASTD publication)

Running Training Like a Business – David Van Adelsberg, Edward A Trolley

And my personal favorite “Who Moved the Cheese”

I also have laminated Harless’ 13 questions for HPT here’s a link for that

http://boisemicrocinema.com/virmedian/hpttoolkit/chapter2.html

I also can’t say enough about ASTD’s info lines they have been invaluable to me when I was a grad student and I am sure I will use them when I eventually find a job.

One thing I also recommend is a membership to ASTD they are a wealth of information and the site is really user friendly.

I also recommend looking at www.langevin.com they are a train the trainer site and also have great classes and certifications too.

I am sure your toolbox is pretty complete, but I thought I’d add my two-cents too and once again happy training and suggestions comments and concerns are welcome as well as guest writers.

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881
– Read my blog: Training and Development

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Overcoming the Myth of the Paper Trail #1

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As mentioned in two previous posts, the paper trail seems to be a concept widely understood by individuals in multiple organizations. The concept is a reality for many and represents how the competing interests in organizations can work against the common goal of the company and its employees. Overcoming this competition of interests is required for the dissolution of the this mythical paper trail. If the paper trail continues to exist in the organization as tool for termination, then the conflict between managers, HR and employees will continue to take precedence over the organization’s goals.

Overcoming the Myth

Overcoming the myth of the paper trail can be very difficult for many organizations. HR departments often put great amounts of effort into developing performance management systems to include a myriad of forms and steps. Many companies even spend thousands of dollars training managers on the use of these forms and completing the steps. Despite these efforts, the paper trail still develops. The issue in many cases is not necessarily the failure to create great systems and useful forms; it is however, the failure to create a performance culture.

The culture in the organization can’t usually be found in the rule book, policy statement, or SOP. It is something that you see in the behaviors of the people in the organization. Their norms and customs become the example, therefore setting the “real” rules of behavior. For example, the handbook may dictate a professional dress code. However, everyone knows that the CEO wears jeans every day. Eventually others begin to follow the example until jeans become the dress code despite what the handbook says.

Creating this culture is not always easy. However, research continues to show a positive correlation to it and business success. Below is a list of the first steps to get you started. What others do you have to share as beginning stages? We will discuss this in the next two to three posts.

SET THE STAGE

Ensure the employee knows the expectations

  • Clearly define team roles
  • Discuss how goals and expectations relate to company mission
  • Review the job description and expectations with each new employee on their first day (provide a copy of the 30, 60, 90 day and annual reviews and explain what is required to meet and exceed expectations)
  • Meet at least weekly with new hires during their first 90 days and bi-weekly during the first six months
  • During performance meetings, refer back to the mission often

Involve the Team in Setting Goals and Expectations

  • Work with your staff to set team and individual goals and objectives that will meet the mission of the company
  • Discuss results with your team. Share the stats. Let them know how the department contributes to the goals of the organization
  • Post the goals of the department and the department’s mission (have the team work together to create the mission)

As always, your comments are encouraged!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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Do teams work?

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It’s generally accepted that team based working is preferable to individuals serving a single line manager, but what evidence supports this?

Team based working gained popularity during the late 80s and 90s following initiatives such as kaizen and Total Quality Management. All too often we simply accept that the team way is the right way, but perhaps we should spend a moment testing this assumption.

Sometimes being in a team can be very helpful.
Sometimes being in a team can be very helpful.

Firstly, it’s worth considering different kinds of teams that can exist within an organisation; Continue reading “Do teams work?”

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Training problem or HPI problem?

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I was reading a post on linked-in on the problems with determining how to deal with problems such as leadership, miss-management and so on. This lead to me thinking that leadership and miss-management and things such as environment or ergonomics are not training problems at all they are in effect Human performance problems. Training is only a problem in about 20% of the cases, the other 80% of the time it’s a problem with management or something else.

Needs assessments are normally the first stop to determining what an organizations problem is or what they need. Trainers have to be prepared to do interviews and surveys that are effective yet brief enough for CEO’s middle managers and employees to fill out and get back to the trainer(s) in a timely fashion, I would also give the option of emailing these tools back because snail mail may be too inconvenient for all involved. Then once the interviews and surveys are in we have to do some type of analysis to determine if the majority are in agreement as to the problem and where it lays. We can then move on to check other problems and find solutions. Interview skills as well as the skill of developing surveys are essential to effective training. The next step is looking and using models to determine gaps ADDIE is one of the most frequent ISD models but what about HPT (HPI) models they are also useful.

Robert Mager has a fabulous method for determining gap analysis as well as Gilbert (The Gilbert model). These HPT models make semi-quick work of determining if the problem(s) lie with poor training, or something else, and these models are so easy to understand and follow. I am sure that Amazon or some other online bookstore has Magers books at fairly reasonable prices. As a grad student working on projects his books were invaluable tools.

I think everyone of us in this industry need a good tool box for references Friday I will have a list of items each of us might want in our tool box as TD and HPT professionals, any suggestions would be welcome.

As always happy training and comments, concerns and guests are always welcome 🙂

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881
– Read my blog: Training and Development

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Do organizations value continuous learning?

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Is the learning process is valued in our organization? What constitutes a learning environment?

How do we know whether or not our efforts to learn are valued in our company? Some corporations such as Steel Case in Grand Rapids, Michigan make the value on learning obvious, they have a large learning department at their headquarters in GR and training is ongoing. Others might want people cross trained, they do this so that knowledge is spread throughout the organization (sometimes without even realizing it), other organizations just expect their workers to obtain knowledge on their own. Sometimes as in Nursing or teaching, you are expected to take continuing education coursework throughout your career. With these tactics we realize that learning for all is a continuous process and that we are valued as adult learners. If you continue your education and learning you might be able to move up in the organization, secure a better position or even move onto bigger and better career experiences.

Learning environments are found in every corner of the globe and can be found in classroom settings, workplaces, or even on corporate retreats, anyplace that an employee finds comfortable and can take in knowledge constitutes a learning environment. We as trainers are able to make learning either a great experience or a not so great experience. We take into consideration a number of environmental factors, lighting, noise levels, seating arrangements, whiteboard capabilities, podiums, audio-visual availability and so on. Even if we are training on a factory floor we take into consideration the learning environment, and the people surrounding us in the process. CEO’s may want to pay attention to this also and look at how the adult learner can learn the best and in what is not a good environment. (Noisy, poorly lit, poorly ventilated buildings etc).

With the proper learning environment and organizational value on education employees are motivated to learn and stretch out of their comfort zone, they might be motivated to continue learning and go to college, or explore new situations in an organization. Learning ought to be valued and if it is valued we will always be a step ahead or at least in the right direction. Learning only has advantages.

As always happy training and comments, guest writers etc are welcome.

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881
– Read my blog: Training and Development

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The employee view of the paper trail

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In a previous post, I mentioned the concept of the “paper trail” in organizations. Regardless of your position in your organization, the likelihood that you understood this term is high. The cited conversation in that blog post between the manager and HR professional is also very familiar to both managers and HR professionals. At some point in their career, most supervisors and HR pros have probability participated in a similar dialogue and it most likely ended in a feeling of frustration for both parties.

What about Bob?

In the fictitious dialogue in my previous post, Bob is the employee. According to Bob’s manger, he is not performing to expectations. However, despite the fact that he feels like he has had multiple conversations with him, Bob most likely feels like is his doing a good job. His feeling is probably not the result of an oversized ego; but rather, it comes from a lack of consistent honest performance feedback.

So what happens when Bob’s supervising manager finally decides to give him a corrective action document? Bob sees it as the beginning of the “paper trail.” The “paper trail” is something that Bob has heard about. For him, it’s the beginning of the end. It is what mangers give employees when they are trying to get rid of them. Bob’s emotions at this point could vary depending on multiple factors, but most likely include one or all of the following: frustration, anger, defensiveness, or sadness. Ultimately, most of the parties involved want the same result. The supervising manager wants Bob to do a good job. The HR manager wants Bob to do a good job. Bob wants to do a good job. Further, the company wants Bob to do a good job. The solution is finding a way to help everyone get what they want.
I will discuss this further in my next post. What ideas do you have to accomplish this? What has worked in your organization? Does your organization have a performance culture or does it resemble the
fictitious scenario discussed here?

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

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Evaluation in the Classroom

When evaluation occurs during training a few have the right idea but evaluation is such a critical area, we have to be sure what we are training is sinking in.

When starting a training program make sure that there are plenty of pop quizzes to accompany the training program. These can be brief quizzes relevant to the training sections being taught. I would try and give the quiz collect them and then a break (10 minutes), during this time scan the answers and then if something is glaringly off address this at the top of the ending of the break. Also try and do a nice question to the students every now and then. Leave plenty of time at the end of each session for a discussion period and a more in depth question and answer period.

Generally putting people to work also helps retention rates of training, get students involved give a few case studies and have them try and figure the problem and the solution, then have a leader give their groups synopsis. Make sure that anything you are giving is as always relevant to the organization and relevant to adult learners. At the end of the training program give a comprehensive type of “Smile” sheet, it should be able to cover each section in the program as well as how the instruction was and make sure there is a suggestion section at the end of each smile sheet.

I am sure there are a ton more evaluation tools out there and I would love your suggestions. I will make sure they are taken into consideration.

Remember keep training fun relevant and running like a smoothly oiled machine and a business! Happy Training!

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881
– Read my blog: Training and Development

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Workplace stress – The silent epidemic

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Research has shown that employers are unprepared strategically, unprotected legally, and underinsured with regard to tackling the growing phenomenon of stress in the workplace. Many simply do not understand its impact: they are either hoping it will just go away or paralysed with uncertainty as to how to handle it.

One ill advised way of releiving stress!
One ill advised way of releiving stress!

The Health & Safety Executive (HSE) has estimated that half a million people in the UK experience work-related stress at a level they believe is making them ill, and up to five million feel ‘very’ or ‘extremely’ stressed by their work. The HSE estimates that stress costs U.K. organisations around £3.7 billion annually.

So what is stress? Continue reading “Workplace stress – The silent epidemic”

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The Top Three Things I Wish I Knew About Background Screening

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A thorough examination of the topic of Human Resources (HR) would include multiple topics. Within those, one would find recruiting. Recruiting is an important topic to everyone in an organization, as the consequences of a bad hire can have a wide organizational effect. In an effort to mitigate the risk of a bad hiring decision, companies can use multiple tools in their hiring strategy. One of those, background screening, can help identify if your candidate is included in the 56% of applicants that provide false information on their resume. Background screening will also help protect your company from multiple risks including negligent hiring, theft, and workplace violence. But are all background screens created equal?

During the past two years, I have developed a much stronger understanding of this tool. Below is a list of the top three things I wish I understood about background screening before I worked for the industry leading provider of this service.

1. Not all criminal background checks are created equal. There is no one source for criminal information that will provide you with every record available. However, there are certainly ways to ensure that you are getting the most accurate, up to date and thorough information available. Jason Morris, President and Chief Operations Officer of EmployeeScreenIQ, identifies the following short cuts in his white paper, Best Practices in Employment Screening: using national or statewide searches in lieu of county research, or checking only the current county of residence. These types of searches may save you a few dollars on your background screen; however, the price of not running the more thorough search could be higher than all your other recruiting expenses combined. According to Morris, “an effective criminal program should always include physical research in each county in which the subject has lived, worked, or gone to school over the past seven to ten years.”

2. Fifty-Six percent of applicants falsify information on their application or resume. While most experienced recruiters understand that applicants may inflate their resume, EmployeeScreenIQ finds discrepancies in resumes on important hiring factors. Those include dates of employment, education, experience, salary, and criminal history.

3. There is an increase in the use of diploma mills. Nick Fishman of EmployeeScreenIQ defines a diploma mill as “an organization that sells academic degrees and diplomas with substandard or no academic study and without recognition by legitimate educational accrediting bodies. The buyer can then claim to hold the purchased degree and the organization makes a profit. Many of these fraudulent organizations claim accreditation by fake or unaccredited licensing bodies, creating another layer of supposed authenticity.” The number of these organizations has increased in recent years. Perhaps due to the increase in unemployment. Regardless of the reason, hiring someone with fake credentials can be very costly.

To learn more about any of these topics, visit the EmployeeScreenIQ University at http://university.employeescreen.com

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.