Training Toolkit Having highly trained, skilled employees who continue to grow in their abilities benefits the individual workers as well as the organization as a whole. Employees feel valued, invested in and gain the skills and confidence needed to be successful in their roles. Companies that consistently invest in training see higher results in productivity, profitability and customer satisfaction. Countless studies show that training will prepare future leaders, raise performance standards and improve employee retention and morale. This Training Toolkit is intended to assist you in creating a successful training program or training initiative. It contains a step-by-step process or “roadmap,” and many tools, samples and templates to use along the way. We hope that it provides you with the guidance and resources that are right for your company, right now. How to Use Whether you are planning to send employees outside your organization for training, or to conduct training at your workplace… whether you use an internal or external trainer… whether the training is instructor-led or virtual… this Toolkit can assist you. You may find it helpful to follow each step of the Roadmap from beginning to end, or to pick and choose the sections and tools that will help resolve your organization’s most immediate training needs. CAI Training Philosophy The core objective of CAI training is to help people enhance their on-the-job performance. To do this, we develop programs that are based on modern, proven learning principles and practices. CAI training includes these elements: • • • • • • • •
Enhanced content based on research from top leadership/industry experts Clearly articulated course learning objectives and expectations A learning model that focuses on awareness, practice, and application Adult learning theory Use of role-plays and real life case studies to engage learners in a “doing activity” Assignments and group activities that facilitate collaborative learning from peers Action planning, which accelerates the transfer of learning back to the job and holds participants accountable for applying the skills and adopting new behaviors Rich, detailed participant guides that enable participants to leave with materials that they can use as a reference back on the job
For additional information or questions about this Training Toolkit, please contact Colleen Cunningham at colleen.cunningham@capital.org or 919.713.5271.
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Training Toolkit
The Training Roadmap An effective training program is built by following a systematic, step-by step process. Here are seven necessary steps to creating an effective training program. 1. 2. 3. 4. 5. 6. 7.
Getting Started Assess Training Needs and Set Goals Create Training Plan Prepare Participants Implement and Evaluate the Training Maximize Training Results - Transfer Learning to the Workplace Maximize Training Results - Build an Individual Development Plan
The CAI Training Roadmap
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Training Toolkit
Step 1: Getting Started Description: In order to create a successful training initiative, three key items must be in place: 1. Company Strategic Priorities and Goals It is essential to have and to be familiar with the company’s strategic priorities and goals. Each training solution should support these bigger organization goals. Furthermore, the ability to articulate how the training solution links to strategic priorities both today and the future will be crucial. 2. Key Stakeholder Buy-In A critical part leading to the success of the training initiative will be the support and buy-in of key stakeholders in the organization. 3. Definition of Roles and Responsibilities To ensure program success, it is important to define the roles and responsibilities of those responsible for and influenced by the training initiative. Why this is Important: • Allows training to be successful in supporting company goals • Allows training initiative itself to be successful • Avoids confusion Mistakes to Avoid: • Lack of clarity about the purpose of the training initiative • Lack of real buy-in and commitment from top leadership • Uncertainty about roles and responsibilities, which creates frustration and may prevent the success of the initiative Key Questions to Consider: • What are your company’s strategic goals? • How will we connect and then articulate how the training initiative supports strategic priorities? • Do we understand the business, leadership & team challenges and how the solution will align with culture, values and needs? • Do we have an executive sponsor and are we maximizing his/her engagement? • What are the potential positive or negative outcomes for the organization? Employees? • How will you ensure your management team and senior leaders are all on the same page and supporting the training? • How will you get buy-in and ensure everyone understands “the why”? • Who will be your champions? • How can you ensure this is not looked at as an “HR or Training thing”? • Who is responsible for what? REFERENCES: - Gaining Buy-In - Training Roles and Responsibilities 3 | Page
Training Toolkit
Step 2: Assess Training Needs and Set Goals Description: After identifying the company’s strategic goals and establishing buy-in and responsibilities, the next step is to identify and assess needs. The training needs assessment will identify gaps in organization, task and individual performance. These gaps are then analyzed and prioritized and turned into the organization’s training objectives, which in turn form criteria for measures of success. It is important to note that not every performance gap will be resolved by training. Employee training needs may already be established in your organization’s strategic, human resources or individual development plans. If not, you will need to decide if you want to do a formal needs assessment or decide in more general terms what the short-term and long-term training needs are for your organization. Why this is Important: • Avoid “Hit or Miss” training • Allows for decisions to be made on the basis of fact rather than intuition • Provides base-line information for use in evaluating effectiveness • Permits HR professionals to develop and implement cost-effective programs Mistakes to Avoid: • Conducting a formal needs assessment when there isn’t support for the needs assessment process • Relying on limited sources of information to determine needs • Needs assessments that are difficult to summarize findings into objective data • Relying on training fads or demands from senior managers to determine training needs Key Questions to Consider: • Is the timing right to conduct a training needs assessment? • Do we need to do a formal assessment or are we aware of our immediate development needs? • Do we have the time and resources to conduct a formal assessment? • Who will we assess? The entire company? A select group of individuals? • What will be the most useful sources of information to determine the training needs of the company or a particular group? Questionnaire? Observation? Performance reviews? Interviews? Data currently being generated (productivity, turnover, exit interviews, etc.)? • What compliance topics need to be covered, i.e. non-harassment, safety? • Are their specific needs for the higher level leaders, for example leadership team development? • How will we handle demands from senior management? REFERENCES - Conducting a Training Needs Assessment TOOLS
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Training Needs Assessment Mini Training Needs Assessment
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Training Toolkit
Step 3: Create Training Plan Description: Once you determine and prioritize the training needs of your company, you are ready to create a comprehensive training plan. With your training budget in mind, decide what training needs can be met internally and which will be outsourced. For the training that will be outsourced, research and select training providers. Finally, compile everything into a written training plan. The plan may be a spreadsheet such as the template provided, or you may choose a more descriptive approach. Either way, the plan will include elements such as: • • • • • •
Course name, description and objectives Logistics: dates/times, location, who will attend, training provider, resources, delivery method... The strategic priority or goal that the training will support How management and leadership will be involved How and what communication regarding the training initiative will occur How success will be measured
Why this is Important: • Leadership, training participants and others affected by the training initiative will: - understand the purpose and value of the training - be less likely to object to or cancel participation in the training - be prepared for the training • Coverage for those attending training will be arranged • The success of the program can be determined with objectivity • The most effective learning environment, methodology and resources will be used Mistakes to Avoid: • Having all employees or a large group attend a seminar that will only benefit one or two • Sending staff to training when training is not an effective solution • Neglecting to identify measurements of success in advance of the training • Scheduling during your peak season or during another busy time Key Questions to Consider: • Will the training develop the skills, behaviors and mindsets required by the organization? • Have we fully involved key business stakeholders in the process? • What is your budget? If your budget is not large enough to accommodate all training needs, what criteria will you use to prioritize needs? • What are the key messages you are sending about expectations for participants? Managers? • How will you determine success? What measurements will you use? • How will you communicate about the training within the organization? • Is the training mandatory? What if it is not completed? REFERENCES - CAI The Management Advantage™ model - CAI Program Listings - CAI Training Catalog TOOLS
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Training Plan Template
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Step 4: Prepare Participants Description: Research shows the effectiveness of developmental training for an employee is heavily influenced by their manager’s encouragement and support. A few ways to provide support prior to training implementation include: 1. Provide general information about the training initiative, both verbally and in writing to include: • Logistics – time, location, etc. • Explanation of expectations for both participants and managers • Brief rundown on what the program will entail and what employees can expect • Responses to any concerns that employees may have • Summary of the overall learning process 2. Hold 30-minute meetings between the manager and the employee to review course objectives, set expectations, develop goals and gain commitment. At the conclusion of the meeting, schedule a 30minute follow up meeting to be held within a week of completing the training. (If managers are not familiar with this process, it may be beneficial for HR to conduct a brief training session, and/or attend random meetings to support manager development.) Why this is Important: • Participants understand why they are attending the training • Participants will be more likely to look for specific ways the training might help them reach the pre-set goals • Both manager and participant know what success looks like and can therefore evaluate the results both of the training program and the participant’s learning • Participant understands that they will be held accountable for taking action Mistakes to Avoid: • Managers that do not know how to conduct the pre-training meetings • Informing participants the day of the training that they be attending the training • Not providing a clear explanation as to the reason for participation in the program Key Questions to Consider: • What do I want my employees to do differently based on participation in the training initiative? What does success look like? • Have I considered questions that my employees might have about the training, so that I am prepared to provide answers? • Do I understand the purpose for the training, so that I can communicate it clearly? REFERENCES - Making Training Stick TOOLS
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Sample Training Communication Email Pre-Training Conversation Manager’s Guide
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Training Toolkit
Step 5: Implement and Evaluate the Training Description: The implementation phase is where the training program comes to life. The training program is officially launched, promoted and conducted. The training initiative should be continually monitored to determine program and instructor effectiveness, and knowledge or skill acquisition. Success is measured using criteria or metrics established prior to the implementation of the training program. Why this is Important: - Opportunity for senior leaders to reinforce the importance of the training and its connection to the company’s strategic goals - Enthusiasm for the learning opportunity… morale/motivation improves - Begin to see payoff for the time devoted to creating the training initiative - Evaluation data can be collected to determine how to improve the training program Mistakes to Avoid: • If training is scheduled at your organization, absence of organization leadership, either participating in the training or opening/closing the training • Leaders, manager, supervisors who don’t model the skills that are introduced in the training • Failure to select the appropriate trainer or course • Not having previously set success measurements, so evaluation is difficult Key Questions to Consider: • Who will kick off and conclude the training? What messaging will occur? • If the training is onsite, how will you handle workplace interruptions? • What kinds of evaluation will take place before, during and after the training? TOOLS
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CAI Course Evaluation Form
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Training Toolkit
Step 6: Maximize Training Results - Transfer Learning to the Workplace Description: The transfer of learning stops at the designer and trainer, and shifts to managers and supervisors. Managers and supervisors must provide encouragement and support the incorporation of the new knowledge, skills and abilities into the workplace. With management support, performance will improve and the results of training can be quantified in a meaningful manner. A few ways to support the transfer of learning to the workplace and facilitate the maximum application of new skills and behaviors back on the job include: 1. Hold 30 minute meetings between the manager and the employee to create and implement action plans. At the conclusion of the meeting, schedule a 30 minute follow up meeting. (If managers are not familiar with this process, it may be beneficial for HR to conduct a brief training session, and/or attend random meetings to support manager development.) 2. As employees complete the training programs, pull together groups of people who have completed the same course to discuss their learning and next steps. These meetings could be facilitated by leaders in your organization or by HR. Why this is Important: • Learning is transferred to the workplace and performance improves • Results of training can be quantified in a meaningful manner • Managers and supervisors know what further learning is required • Employee feels supported and understands there is accountability in regard to application Mistakes to Avoid: • Forgetting or neglecting to hold follow up meetings with employees • Creating action plans, but not holding participants accountable for executing them • Expecting change when the workplace does not support the new knowledge, skills and abilities Key Questions to Consider: • What is the biggest obstacle in our workplace that might prevent the transfer of learning? What can we do about it? • What do you need to do to ensure managers are accountable for their role in supporting the learning process? • What can you do to support the application of learning back on the job? • Do you need to complete a training for managers and provide one-on-one coaching to ensure consistency and quality? REFERENCES - Creating an Action Plan - Strategies to Transfer Learning to the Workplace TOOLS
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Support for Transfer of Learning Assessment Post-Training Conversation Manager’s Guide
Step 7: Maximize Training Results - Build an Individual Development Plan 8 | Page
Training Toolkit
Description: An individual development plan (IDP) is a tool to assist employees in career and personal development. This document details an employee’s intentions and learning outcomes as well as support necessary to meet his or her tangible growth goals. Its primary purpose is to help employees reach short and longterm career goals, as well as improve current job performance. An IDP is not a performance evaluation tool or a one-time activity. It should be looked at like a partnership between the employee and the supervisor. It involves preparation and continuous feedback. Individual development plans (IDPs) can be a helpful resource to create maximum application of new skills and behaviors back on the job. Why this is Important: • Aligns employee training and development efforts with its mission, goals, and objectives • Provides an administrative mechanism for identifying and tracking development needs • Assists in planning for training and development requirements • Supervisors develop a better understanding of their employees' professional goals, strengths, and development needs resulting in more realistic staff and development plans • Employees take personal responsibility and accountability for their career development, acquiring or enhancing the skills they need to stay current in required skills Mistakes to Avoid: • Not following through once plan has been created • Lack of specificity • Lack of knowledge as to how to create and IDP • Confusing the IDP with a performance appraisal Key Questions to Consider: • Will my company’s culture allow time for completion and follow through of IDPs? • What developmental opportunities are available in my organization? • How will I educate managers in regard to IDP’s? REFERENCES - Ideas for Developmental Opportunities TOOLS
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How to Create an Individual Development Plan - Manager How to Create an Individual Development Plan – Employee Individual Development Plan Template
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Training Toolkit
Summary An effective training program is one of the best ways to prepare employees for success. By equipping them with the tools and knowledge to perform their jobs, you can expect better performance and a more cohesive unit. The material contained in this Toolkit is intended to assist you in creating the best training for your organization. Whether you are looking at a long term training plan or have immediate needs, whether you have peak productivity times to schedule around, and whether you have many people to train or just a few, CAI is always available to assist you in developing the best solution to meet your company’s specific training needs. For more information, please contact Colleen Cunningham, colleen.cunningham@capital.org or 919.713.5271.
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Training Toolkit
Appendix: Summary of References and Tools 1. Getting Started REFERENCES - Gaining Buy-In - Training Roles and Responsibilities 2. Assess Training Needs and Set Goals REFERENCES - Conducting a Training Needs Assessment TOOLS - Training Needs Assessment - Mini Training Needs Assessment 3. Create Training Action Plan REFERENCES - CAI The Management Advantage™ model - CAI Program Listings - CAI Training Catalog TOOLS - Training Plan Template 4. Prepare Participants REFERENCES - Making Training Stick TOOLS - Sample Training Communication Email - Pre-Training Conversation Manager’s Guide 5. Implement and Evaluate the Training TOOLS - CAI Course Evaluation Form 6. Maximize Training Results - Transfer Learning to the Workplace REFERENCES - Post-Training Conversation Manager’s Guide - Creating an Action Plan - Strategies to Transfer Learning to the Workplace TOOLS - Support for Transfer of Learning Assessment 7. Maximize Training Results - Build an Individual Development Plan REFERENCES - Ideas for Developmental Opportunities TOOLS - How to Create an Individual Development Plan - Manager - How to Create an Individual Development Plan – Employee - Individual Development Plan Template
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Training Toolkit