How to get the most from your team’s training
- curranrecruit
- Oct 29, 2014
- 3 min read
The role of a manager in training and developing staff is insurmountable but most managers are unaware of the crucial role they play. In this week’s blog we aim to highlight the integral role of a manager when it comes to employee training and development.
Training budgets are usually the first to get cut when business slows down because many managers remain unconvinced of its value. In a study conducted by Right Management, 2012, many managers cite from previous experience, that when money was spent on training in more prosperous times, while participants gave positive reviews and shared they would use lessons in the future, after actual training sessions nothing much came of it. There were no follow-ups, “refreshers” or practices. Under the pressure to react quickly to both customer and manager demands, many attendees fell back into old habits believing it was easier to do things the old way than to face the learning curve needed for the new skills. In these examples, we can see the manager as a common denominator for change and being the “make or break” element to making sure if training can be a success or not. According to the CIPD, 2010, significant relationships exist between the effective provision of coaching and guidance by the line manager and levels of employee satisfaction, commitment and motivation.
Right from the get go
The new employee orientation is the first time that employees get an impression of the quality of the organisation and the nature of the relationship that he or she will have with his or her supervisors and/or managers. As a leader, you can make a very positive impression during the orientation, including about how you value the employee's training and development.
Lead by Example
As the saying goes, ‘lead and they will follow’. The best leaders make it easy for people to get where they need to go. Employees typically emulate behaviours from their managers. In order for training to reach its full potential, managers must be strong advocates and vigorous champions of learning and development.
Becoming more involved in your employee’s training and development has a greater impact on your team’s performance and capability, which ultimately impacts the performance of your overall organisation.
What managers can do to support employees in training and development
Involve. An employee will get the most out of training when they feel they have some ownership. This can come from taking part in developing plans – what do they think they need to improve in? Do they have suggestions? Managers should set clear expectations with their staff, both in terms of what they need to deliver (job responsibilities, targets, goals etc.) and how they are expected to deliver these things (approach, behaviour at work, etc.) Sitting down with employees, managers are able to help assess the areas that require training if targets are to be met efficiently and successfully.
Participate. Not only does participation allow a manager to understand exactly what the employees are doing in the training session, but it also sends a powerful message about the department’s commitment to learning and continuous improvement.
Recognise. Praise and/or reward employees who make strong contributions to the success of training sessions. This could be in the form of regrading, promotion or simply a letter of commendation that will be put in the employee’s personal file.
Prioritise. Don’t keep postponing a training session. To do so sends a message to employees that the training is not important. Being supportive when it comes to training doesn’t just mean emotional support, it also means scheduling support. Making sure that other appointments don’t conflict with training or would inhibit any participants from completing the full session.
Follow-up. Training doesn’t just stop after a session or a seminar is conducted, it takes constant monitoring and feedback from both you and your employees. Did the training help? After a certain period of months would a re-fresher be needed? Would that mean bringing in someone from the outside to conduct the course; or could it mean forming small groups in the organisation to go over course materials together and improve skills together?
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