There is also more awareness of the role that cultural background and difference plays in the workplace, and more of a sense that we need to be open to new ideas and innovations to meet the challenges before us, despite our fatigue.
More and more, learning will need to be multi-modal, incorporating literary, visual, auditory, and kinaesthetic techniques. Visuals will play a key role in sharing information clearly, quickly, and convincingly. When it comes to employee training and development, they are not nice-to-haves, they are essential.
If your trainings are happening online, they are even more critical! There are a number of materials you are likely already sharing that might work better if they were highly visual, such as:.
How might the learner be able to continually reference key visuals, for example in printed materials or online? Infographics are great for this! You can find some more ideas here. You can use Venngage for Training and Development to create visual training materials that assist with your programs.
Given the constant changes happening in the workplace, there is no question that you will need to keep improving your employee training methods, plans and strategies. Remember, having a plan for how you will evaluate training and development is critical. You will need to continue to ask learners and their supervisors about their attitudes, assess the impacts of their learning and explore new strategies and methods.
Visuals can help with keeping these communication lines open. Here are seven examples of infographics you can create to ensure your training remains successful. New to infographics? This explainer video teaches you how to create your first infographic—no design experience required. When it comes to reports, try to focus on key data points and takeaways. Perhaps you want to report on employee survey results, needs analysis, costs and benefits of current training programs, or training outcomes.
Consider how familiar your audience is with the topic at hand, and include more detail only if they already have a deep understanding of the context. Map out potential learning paths or individualized goals in ways that help audiences recognize both their progress and the opportunities that lie ahead. If there are badges or certifications that apply, be sure to reference those, for example by using visual icons.
Think about the documents or information that people in the organization are always asking for or referencing and explore how you can make it easier to find and to use! When it comes to presenting information to leaders, less is often more.
Experiment to see if you can make your point in one or two graphs only. The goal should be to create visuals that will stick in their minds over time, so use a simple color palette, clear data labels, and a title that explains the insight you want them to leave with.
Can you use a photo, graph, or process diagram to drive the point home? For bite-sized learning to work, content has to be easy to access and hyper-focused on only one or two learning objectives.
Decide on the takeaways you want to nail over the minutes at hand, and skip any theoretical or background information.
Visuals are key to helping learners quickly digest chunks of information. Ideally, they should also be mobile-friendly. After all, communications is one of the top skills needed in organizations. Our post on how to use visual communication is a great place to start! Venngage, our simple design tool, was created so people like you, people who want to communicate visually, who want to use simple data sets, can do so without having to be a designer or analyst and without having to learn difficult, expensive software.
You can pick one of the above designs and use it as a template to start creating your first infographic today. Sign up is free ; many of our templates are free too. Product Solutions Templates Learn Pricing. Features Explore our product features. For teams. Determining the tasks that workers should perform to make the company reach its goals. Conducting the training activities that will help in enhancing the learning of the workers to perform the tasks more effectively.
Determining the learning characteristics of the workers that will make the training effective. Step 2: Develop Learning Objectives A learning objective address things that your employees can get to know like: What is the product flow? How to maintain the product flow cycle? Importance of good product lifecycle. Step 3: Design Training Materials While designing your materials, keep the following points in mind: Focus on the learning needs of your employees.
Create training assessments that can directly relate to the learning objectives. Remember the adult learning philosophies. A training program is a process implemented to teach employees about the processes and policies of a company upon onboarding. Training also helps employees to learn and enhance relevant skills to improve their job performance and help foster professional growth and development to boost performance and productivity in their current and future roles.
There are several methods of training that managers may choose to implement alone or in conjunction with other methods. The method you choose should provide the opportunity for meaningful learning and growth, which allows employees to continually improve in their roles.
Matching the types of employee training to your employees' needs can ensure they receive the information they need. The types of training programs you choose should take into consideration what type of work is being done in the workplace as well as the learning personality of the employees. Here are a few examples of different types of training programs:. Case studies can provide a quick reference for employees to learn about actual workplace situations.
Case studies are best used for hyper-focused topics, as more complex topics will generally require more in-depth training. This one-on-one type of training focuses on fostering a working relationship between an employee and a coach or mentor, typically a supervisor or trusted veteran employee. The one-on-one training style allows for continued support throughout the employee's training. An eLearning program can fit many needs, as long as it's kept up to date and relevant.
Group training can be useful in sparking discussion, training through collaboration and team-building. It allows employees to train together in an environment that best fits their group's needs.
The activities and discussions that take place in group training can be prompted by an instructor or online prompts to be later reviewed by a supervisor. Many collaborative workplaces find that group training seems to work best for approaching complex projects.
Hands-on training encompasses any practical training conducted directly on the job. This type of training focuses on the specific role and the employee's proficiency at performing it. Hands-on training has both short- and long-term development benefits for individuals.
Instructor-led training occurs in a classroom-type setting with an instructor or trainer presenting the material to employees. This provides employees with the opportunity to ask questions to further understand what's being taught, especially for very technical or complex topics.
Instructors can adjust their teaching style to match the experience level and learning style of the employees in the room. What can happen if training is not communicated to employees appropriately? After we have completed the training, we want to make sure our training objectives were met. One model to measure effectiveness of training is the Kirkpatrick model, Donald Kirkpatrick, Evaluating Training Programs , 3rd ed.
San Francisco: Berrett-Koehler, His model has four levels:. We will discuss those next. Figure 8. Review the performance of the employees who received the training, and if possible review the performance of those who did not receive the training. In this case, it is important to go back and review the learning objectives and content of your training to ensure it can be more effective in the future.
Many trainers also ask people to take informal, anonymous surveys after the training to gauge the training. These types of surveys can be developed quickly and easily through websites such as SurveyMonkey. Another option is to require a quiz at the end of the training to see how well the employees understand what you were trying to teach them.
The quiz should be developed based on the learning objective you set for the training. For example, if a learning objective was to be able to follow OSHA standards, then a quiz might be developed specifically related to those standards. There are a number of online tools, some free, to develop quizzes and send them to people attending your training. Once developed by the trainer, the quiz can be e-mailed to each participant and the manager can see how each trainee did on the final quiz.
After you see how participants do on the quiz, you can modify the training for next time to highlight areas where participants needed improvement.
It can be easy to forget about this step in the training process because usually we are so involved with the next task: we forget to ask questions about how something went and then take steps to improve it. One way to improve effectiveness of a training program is to offer rewards when employees meet training goals. For example, if budget allows, a person might receive a pay increase or other reward for each level of training completed.
Once the training framework has been developed, the training content can be developed. The training plan serves as a starting point for training development. Another important aspect to training is career development programs. A career development program A process developed to help people manage their career, learn new things, and take steps to improve personally and professionally. Think of it as a training program of sorts, but for individuals.
Sometimes career development programs are called professional development plans. As you can see, the employee developed goals and made suggestions on the types of training that could help her meet her goals. Based on this data, the manager suggested in-house training and external training for her to reach her goals within the organization.
First, with a maturing baby-boom population, newer employees must be trained to take those jobs once baby boomers retire. Second, if an employee knows a particular path to career development is in place, this can increase motivation. A career development plan usually includes a list of short- and long-term goals that employees have pertaining to their current and future jobs and a planned sequence of formal and informal training and experiences needed to help them reach the goals.
As this chapter has discussed, the organization can and should be instrumental in defining what types of training, both in-house and external, can be used to help develop employees. There are many tools on the web, including templates to help employees develop their own career development plans. Many organizations, in fact, ask employees to develop their own plans and use those as a starting point for understanding long-term career goals. Then hopefully the organization can provide them with the opportunities to meet these career goals.
In the late s, many employees felt that career opportunities at their current organizations dwindled after seeing the downsizing that occurred. It gave employees the feeling that companies were not going to help develop them, unless they took the initiative to do so themselves.
Unfortunately, this attitude means that workers will not wait for career opportunities within the company, unless a clear plan and guide is put into place by the company. Identifying and developing a planning process not only helps the employee but also can assist the managers in supporting employees in gaining new skills, adding value, and motivating employees.
Previous Section. Table of Contents. Next Section. Understand the uses and applications of a career development program. Training Program Framework Development When developing your training plan, there are a number of considerations. Human Resource Recall Can you think of a time where you received training, but the facilitator did not connect with the audience? Needs Assessment The first step in developing a training program is to determine what the organization needs in terms of training.
In this type of needs assessment, we can determine the skills, knowledge, and abilities a company needs to meet its strategic objectives.
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