LESSON 3
TRAINING AND DEVELOPMENT
In this lesson you will learn about the key terms in the training and development process.
Revision from the last lesson:
Explain the following words in English and Polish:
appropriate, range, insight, acumen, carry out
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| 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 |
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What are the key points to include in the job description?
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Essential experience
Job title
Key duties / responsibilities
Main purpose of job
Reports to
Responsible for
Workplace location
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LESSON 3
TRAINING AND DEVELOPMENT
LEAD – IN ACTIVITY – speaking
Look at the chart. Click on the picture below to enlarge it.
Explain: what does the chart represent?
Do you agree or disagree with? Why?
How would you title the chart?
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The importance of the training and development process.
The profits of investing in the training and
development of employees.
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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
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.
- 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, [tooltip][phrase]taking into account[/phrase][def]taking into account
to consider or remember when judging a situation / wziąć pod uwagę[/def][/tooltip] 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 [tooltip][phrase]meet the overall needs[/phrase][def]meet the needs
satisfy the needs / zaspokoić potrzeb
overall
in general rather than in particular / ogólne, całkowite, całościowe[/def][/tooltip] of the team. - [tooltip][phrase]Weigh up[/phrase][def]weigh up
to think carefully about the advantages or disadvantages of a situation before making a decision / ocenić, rozważyć[/def][/tooltip] the [tooltip][phrase]pros and cons[/phrase][def]pros and cons
an advantage and disadvantage for doing something / za i przeciw[/def][/tooltip] 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. - The need for staff training can be identified in a number of ways, such as during interviews, through [tooltip][phrase]feedback[/phrase][def]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[/def][/tooltip] 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.
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- 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. - 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.
- 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.
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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.
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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.
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IDENTIFYING THE NEED
A simple self-assessment tool is the SWOT analysis or analysis of
[tooltip][phrase]STRENGTHS[/phrase][def]strength
mocne strony[/def][/tooltip], [tooltip][phrase]WEAKNESSES[/phrase][def]weakness
słabe strony[/def][/tooltip], [tooltip][phrase]OPPORTUNITIES[/phrase][def]opportunity
szanse[/def][/tooltip] and [tooltip][phrase]THREATS[/phrase][def]threat
zagrożenia[/def][/tooltip].
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.
- I am unfamiliar with project management software.
- I have a strong background in management techniques.
- Other candidates may have worked with manual workers ? I need to improve my leadership skills.
- Growth in the path industry may mean that there are more higher level jobs available.
The project team leader training
| Strengths | Weaknesses |
|
|
| Opportunities | Threats |
|
|
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| Strengths | Weaknesses |
|
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| Opportunities | Threats |
|
|
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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. |
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| 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). |
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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.
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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.
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