LESSON 3: Training and Development

rys1

LESSON 3

TRAINING AND DEVELOPMENT

In this lesson you will learn about the key terms in the training and development process.

 

rys_1

Pobierz lekcję w formacie PDF

 


Revision from the last lesson:

Explain the following words in English and Polish:

appropriate, range, insight, acumen, carry out

 

Click here, to see the key!

 

appropriate suitable or right for a particular situation or occasion/właściwy, odpowiedni
range a set of similar things / zakres, przedział

insight
(the ability to have) a clear, deep and sometimes sudden understanding of a         complicated problem or situation / postrzeganie, zrozumienie

acumen
skill in making correct decisions and judgments in a particular subject, such as business or politics / dryg, żyłka do czegoś
carry out to do or complete something / wykonać

 

What are the key points to include in the job description?

Click here, to see the key!

Essential experience
Job title
Key duties / responsibilities
Main purpose of job
Reports to
Responsible for
Workplace location

 


 

LESSON 3

TRAINING AND DEVELOPMENT

 

LEAD – IN ACTIVITY – speaking

Look at the chart. Click on the picture below to enlarge it.

rys_2

Explain: what does the chart represent?

Do you agree or disagree with? Why?

How would you title the chart?

 

Click here, to see the key!

The importance of the training and development process.

The profits of investing in the training and
development of employees.

 

Now answer the following questions:

 

How important is it to invest in the training of employees?

Does your company invest a lot of money in the trainings?

Exercise 1 – speaking

rys_3

THINK and ANSWER: Which stage of the cycle do you find the most difficult?

 

Exercise 2 – reading

PUT THE PARAGRAPHS IN CORRECT ORDER ACCORDING TO THE CHART OF THE TRAINING CYCLE. Start with: Identifying the needs.

  1. Training and development at any level wastes resources unless it correctly meets a need. The only way you can determine whether it has met a need is to evaluate the learning,
    taking into account
    taking into account
    to consider or remember when judging a situation / wziąć pod uwagę
    the learning cycle. Evaluation can exist at a number of levels, and unless you understand and use this you will not fully implement training that will
    meet the overall needs
    meet the needs
    satisfy the needs / zaspokoić potrzeb
    overall
    in general rather than in particular / ogólne, całkowite, całościowe
    of the team.
  2. Weigh up
    weigh up
    to think carefully about the advantages or disadvantages of a situation before making a decision / ocenić, rozważyć
    the
    pros and cons
    pros and cons
    an advantage and disadvantage for doing something / za i przeciw
    for each type of training before deciding which type, or types, to provide for your employees. Consider the cost, space, and time needed, as well as the return on investment, for each type of training. The choice of training will also depend on what you want your employees to learn and the number of employees that you wish to train, for example: seminars, workshops, role-playing.
  3. The need for staff training can be identified in a number of ways, such as during interviews, through
    feedback
    feedback
    information or statements of opinion about something, such as a new product, that provide an idea of whether it is successful or liked / opinia, oddźwięk, odzew
    from colleagues, by competence or knowledge tests, by observing work taking place, or from appraisal documents or CVs. Skills and knowledge audits and a SWOT analyses are well-known techniques that can be used for self-assessment as well as for identifying the needs of individuals and groups.
Click here, to see the key!

  1. Identify the need

    The need for staff training can be idenitifed in a number of ways, such as during interviews, through feedback from colleagues, by competence or knowledge tests, by observing work taking place, or from appraisal documents or CVs. Skills and knowledge audits and a SWOT analyses are well-known techniques that can be used for self-assessment as well as for identifying the needs of individuals and groups.
  2. Deliver the training ? choosing the right method.Weigh up the pros and cons for each type of training before deciding which type, or types, to provide for your employees. Consider the cost, space, and time needed, as well as the return on investment, for each type of training. The choice of training will also depend on what you want your employees to learn and the number of employees that you wish to train, for example: seminars, workshops, role-playing.
  3. Evaluate the training Training and development at any level wastes resources unless it correctly meets a need. The only way you can determine whether it has met a need is to evaluate the learning, taking into account the learning cycle. Evaluation can exist at a number of levels, and unless you understand and use this you will not fully implement training that will meet the overall needs of the team.

 

Exercise 3 – vocabulary

Complete the dialogue with the words and phrases from the box in a correct grammar form:

take into account ? meet the need ? weigh up ? pros and cons ? feedback

 

W podkreślone puste miejsca możesz wpisać własne odpowiedzi, a potem porównać z kluczem, znajdującym się pod ćwiczeniem.

 Hi Jane! What are you doing?

I’m just the and of the the Assertiveness Skills training.

Have you the overall needs of all departments?

I am just considering this. I think I have to conduct the interviews with managers to find out whether the training will of all departments.

That’s a great idea! If we manage to conduct the training we will definitely have to get in the form of evaluation of the training by the participants.

Click here, to see the key!

Hi Jane! What are you doing?

I’m just weighing up the pros and cons of the training of Assertiveness Skills.

Have you taken into account the overall needs of all departments?

I am just considering this. I think I have to conduct the interviews with managers to find out whether the training will meet the needs of all departments.

That’s a great idea! If we manage to conduct the training we will definitely have to get feedback in the form of evaluation of the training by the participants.

 


IDENTIFYING THE NEED

 

A simple self-assessment tool is the SWOT analysis or analysis of

STRENGTHS
strength
mocne strony
,
WEAKNESSES
weakness
słabe strony
,
OPPORTUNITIES
opportunity
szanse
and
THREATS
threat
zagrożenia
.

This can be used on its own or with the skills and knowledge analysis. It is a good technique for helping staff identify their own training needs with or without support.

Exercise 4 – reading comprehension

Decide which sentence is a Strength, Weeakness, Opportunity or Threat and put them in the correct place.

  1. I am unfamiliar with project management software.
  2. I have a strong background in management techniques.
  3. Other candidates may have worked with manual workers ? I need to improve my leadership skills.
  4. Growth in the path industry may mean that there are more higher level jobs available.

The project team leader training

Strengths Weaknesses
  1. I have used a pc competently in previous jobs.
  1. I have not worked to any degree with groups of manual workers.
  2. Health and safety
    health and safety
    higiena i bezpieczeństwo (BHP)
    training did not cover construction regulations.
Opportunities Threats
  1. There will be a number of candidates selected for a higher level qualification in Project Management.
  1. Lack of project management skills can
    hamper
    hamper
    krępować, tamować, utrudniać
    progress.

 

 

Click here, to see the key!

Strengths Weaknesses
  1. I have a strong background in management techniques.
  2. I have used a pc competently in previous jobs.
  1. I have not worked to any degree with groups of manual workers.
  2. I am unfamiliar with project management software.
  3. Health and safety
    health and safety
    higiena I bezpieczeństwo (BHP)
    training did not cover construction regulations.
Opportunities Threats
  1. There will be a number of candidates selected for a higher level qualification in Project Management.
  2. Growth in the path industry may mean that there are more higher level jobs available.
  1. Lack of project management skills can
    hamper
    hamper
    krępować, tamować, utrudniać
    progress.
  2. Other candidates may have worked with manual workers ? I need to improve my leadership skills.

 


 

Delivering the training -> choosing the right method for the training.

Exercise 5 – reading comprehension.

 

Match the methods of training with their descriptions:

1. Coaching Formal or informal way of helping a new employee to settle down quickly in the job by introducing them to people, the business, processes etc.
2. E-learning A group of employees train together under the supervision of a trainer typically involves explanation examples, trying out the skill or method, reviewing what happens, and considering developments and alternatives.
3. Evening classes By talking through a problem or task with a coach/manager, employees can arrive at a solution or better method of working.
4. Workshops Training through classes held in the evenings.
5. Study leave One employee observes another employee going about their job.
6. Induction Employees are given paid leave to attend courses and attain a recognised qualification.
7. Job shadowing A more senior person typically supports an executive by providing advice, support and a forum for discussing problems manager/director.
8. Mentoring Typically employees in a particular department (e.g.: sales) come together to take on roles to help work through possible scenarios (e.g. customer complaint).
9. Simulation/role-playing Employees follow courses online.

 

Click here, to see the key!

Coaching By talking through a problem or task with a coach/manager, employees can arrive at a.
E-learning Employees follow courses online.
Evening classes Training through classes held in the evenings.
Workshops A group of employees train together under the supervision of a trainer – typically involves explanation, examples, trying out the skill or method, reviewing what happens, and considering developments and alternatives.
Study leave Employees are given paid leave to attend courses and attain a recognised qualification.
Induction Formal or informal way of helping a new employee to settle down quickly in the job by introducing them to people, the business, processes etc.
Job shadowing One employee observes another employee going about their job.
Mentoring A more senior person typically supports executive/manager/director by providing advice, support and a forum for discussing problems.
Simulation/role-playing Typically employees in a particular department (eg sales) come together to take on roles to help work through possible scenarios (eg customer complaint).

 


Evaluating the training

Exercise 6 – choose the name of each form of evaluation of the training:

Pre-briefing / de-briefing / learning / instant evaluation / organisational learning / team learning

 

evaluation sheets are given out to the participants at the end of training courses. While these can be useful in an overall picture, they are generally of limited use as they only describe feelings at that time. They may also reflect what the learner has enjoyed rather than what he/she has actually learned.

It is more meaningful if team members are briefed by a manager before any training event to talk over the content of the training, to determine expectations and to set the scene for a debriefing.

is a good way to ensure that the learner is focused and able to implement the training as soon as possible after the course. It is also a vehicle for the manager to evaluate whether this was the right training and whether it was value for money.

Many people attend courses or other training sessions but do not learn as efficiently as they could. There can be many reasons for this, including lack of motivation or poor teaching. You must determine whether any training and development is effective in assisting the learner to learn. This can be done through tests or examinations, but the most effective way in the workplace is to allow the learner to put the new knowledge into practice as soon as possible.

If you are concerned not only about the learning experienced by the individual but about the team, you have also to ask whether the training has had an effect on developing the team through either learning skills or changing attitudes.

 

If the evaluation of team learning is important, so too is the evaluation of . This can be compiled from team evaluation reports and take the form of a report on the overall impact of training and development on organisational objectives.

 

Click here, to see the key!

Instant evaluation evaluation sheets are given out to the participants at the end of training courses. While these can be useful in an overall picture, they are generally of limited use as they only describe feelings at that time. They may also reflect what the learner has enjoyed rather than what he/she has actually learned.

Pre-briefing

It is more meaningful if team members are briefed by a manager before any training event to talk over the content of the training, to determine expectations and to set the scene for a debriefing.

De-briefing – is a good way to ensure that the learner is focused and able to implement the training as soon as possible after the course. It is also a vehicle for the manager to evaluate whether this was the right training and whether it was value for money.

Learning

Many people attend courses or other training sessions but do not learn as efficiently as they could. There can be many reasons for this, including lack of motivation or poor teaching. You must determine whether any training and development is effective in assisting the learner to learn. This can be done through tests or examinations, but the most effective way in the workplace is to allow the learner to put the new knowledge into practice as soon as possible.

Team learning

If you are concerned not only about the learning experienced by the individual but about the team, you have also to ask whether the training has had an effect on developing the team through either learning skills or changing attitudes.

If the evaluation of team learning is important, so too is the evaluation of organisational learning. This can be compiled from team evaluation reports and take the form of a report on the overall impact of training and development on organisational objectives.