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1、TRAINING MANAGERS TO TRAINA Practical Guide To Improve Employee PerformanceBrother Herman E. Zaccarelli, C.S.C.CREDITSEditor: MICHAEL CrispDesigner: Carol HarrisTypesetting: Interface StudioCover Design: Carol HarrisArtwork: Ralph MapsonAll rights reserved. No part of this book may be reproduced or

2、transmitted in any form or by any means now known or to be invented, electronic or mechanical, including photocopying, recording, or by any information storage or retrieval system without written permission from the author or publisher, except for the brief inclusion of quotations in a review.Copyri

3、ght 1998 by Brother Herman E. Zaccarelli, C.S.C.Printed in the United States of AmericaCrisp books are distributed in Canada by Reid Publishing, Ltd.,P.O.Box 7267, Oakville, Ontario, Canada L6j 6L6In Australia by Career Builders, P.O.Box 1051 Springwood,Brisbane, Queensland, Australia 4127.And in Ne

4、w Zealand by Career Builders, P.O.Box 571,Manurewa, New Zealand.Library of Congress Catalog Card Number 87-73183Zaccarelli, Herman E.Training Managers To TrainISBN 0-931961-43-2PREFACEManagers at all organizational levels, whether they own their own business or work for someone else, must supervise

5、people. Done correctly, everyone benefits and the manager will receive credit for a job well done. If, on the other hand, employees are not managed effectively, no one will benefit, and the manager will quickly get the blame! The task of directing people at work is not easy because employees, as hum

6、an beings, are very complex. However, employees cannot perform well on the job no matter how hard they try and regardless of how much they want to until they know what they are supposed to do and how they are supposed to do it. A well-developed training program addresses both of these issues.TRAININ

7、G MANAGERS TO TRAIN focuses on answering the question: How exactly does a manager prepare for, plan, present, and follow up on training programs designed to yield competent employees? The answer to this question is presented in the pages which follow.Training programs can be fun to develop and to pr

8、esent. And they can make a significant difference in your organizations success. Readers will find this book easy to read and use. The efforts spent learning about training by putting the basic principles in this book to work can be rewarding to everyone-management, employees, and customers.Were exc

9、ited to bring this material to you. We hope you enjoy using it. Turn the page and lets get started!ABOUT THIS BOOKWhy will learning from this book be interesting and fun? Because you are not going to just read it; you are going to use it! Youll be working with a pencil or pen as much as youll be rea

10、ding. In the process, youll learn more because there will be opportunities to apply what you are learning.This program is designed for you if:-You are aspiring to become a manager and want to learn more about the many requirements of managing.-You are already a manager and want to learn more about t

11、raining.-You are a trainer and want to get some ideas about programs which can be used to help other people learn how to train.-You are a student and want to learn more about the instructional design aspects of training.In addition to using this book as you work through it, you will also be able to

12、use it later. If you encounter a problem that can be addressed through training once you are back on-the-job, this book will provide a review of techniques which will help you develop and implement training programs.This book is part of the “FIFTY-MINUTE” SERIES. This implies you can work your way t

13、hrough it in one session. You will probably find it helpful to follow up your initial activity with a more detailed study of selected parts as you actually develop training programs. In effect, then, this book is a “recipe” to show you, in a step-by-step manner, how to train.DEDICATIONThis book is d

14、edicated to:Dr. and Mrs. Lewis J. MinorAndGeorge and Toodie St. LaurentWe read in our daily newspaper about business executives who take advantage of their positions to exploit others.At the same time, there are exceptional entrepreneurs with high ethical standards and successful businesses. These i

15、ndividuals rarely make news but their quality of life is an inspiration to business community.Dr. and Mrs. Lewis Minor and George and Toodie St. Laurent are such people.They inspired me to “take the less traveled road” and because of the standards they set, my service to humankind has been richly bl

16、essed.Brother Herman E. Zaccarelli, C.S.C.TRAININGMANAGERS TO GRAINA Practical GuideTo Improving Employee Performanceby Brother Herman E. Zaccarelli, C.S.C.DirectorCenter For Business and Entrepreneurial ManagementSt. Marys CollegeWinona, MinnesotaCRISP PUBLICATIONS, INC.Los Altos, CaliforniaCONTENT

17、SObjectives of Training Managers to train 1Reasons Why Training is Important 3Training Know How is a Must for Managers 5Employee Benefits From Training 6When can Training Help? 8Take the Training Test 11Learn the Training Basics 12The Four Steps of Training 14STEP 1Define the Job (Position Analysis)

18、 16 Develop a List of Tasks 18 Define a Task 20 Consider Required Quality Levels 22 Design a Job Description 24STER 2Plan the Training 28 Consider Training Objectives 30 Develop a Training Plan 32 Design a Training Lesson 34 Select the Trainer/prepare the Trainees 36STER 3Present the Training 38 Gro

19、up Training Tips 40 On-the-Job Training 42STER 4Evaluate the Training 52 Coaching 54 Orientation Programs 56Training Resources 62Using Visual Aids 64Certificate of Recognition 67“Back Of the Guide” 68IT ALL STARTS WITH TRAININGOBJECTIVESAn objective states the purpose of the training; it tells what

20、the trainer wants to accomplish. A competency-based objective tells the purpose from the trainees perspective. It indicates what the trainee is expected to know or be able to do after the training is completed.This guide is a training manual whose objectives can be stated in a competency format as s

21、hown on the facing page.SOME OBJECTIVES FOR YOUOBJECTIVES OFTRAINING MANAGERS TO TRAINAfter reading this book and working through suggested exercises the reader will be able to master the following objectives: (Numbers refer to pages where the objective is discussed).Objectives Page(s) 1. Define a c

22、ompetency-based trainee objective vi2. Know why training is important from the perspective of 3-7 both the trainer and trainee3. Give a brief overview of the four basic steps in training 14 program development and implementation4. Conduct a Position Analysis including the development of 17-27 requir

23、ed analysis forms5. Tell four uses of a Job Description 266. Develop training objectives, training plans, and training lessons 30-357. Select qualified trainers 378. List eight factors to weigh when considering group or 39 individual training9. Describe major principles of group training 4010. Desig

24、n an on-the-job training program which incorporates 44-51 principles in the four-step method11. Relate training evaluation to the training program objectives 52-5312. Recite ten principles of coaching 5513. Design an orientation checklist 5914. Consider the role of employees in training program 60-6

25、1 development and implementation15. Know where to locate helpful training resources 6316. Use visual aids/equipment effectively 64-65REASONS WHY TRAINING IS IMPORTANTA manager is busy and has many things to do. Theres only time for the most important, highest priority activities. TRAINING STYLESEver

26、y manager brings a different personalityto training. This individual style, however, must be blended into an effective trainingformat if the outcome is to be successful.Several reasons why training is importantregardless of the trainers style are describedon the next page. Check those with which you

27、agreeREASONS WHY TRAININGIS IMPORTANTWhich of the following would benefit your organization?Saving MoneyIf employees know how to do work the right way, costs will be lower; profits will be higher.Saving EmployeesEmployees who know how to do work according to their bosss expectations will be less anx

28、ious and turnover will be reduced.Saving Customers and Making New OneCustomers are happy when they receive the products/services they expect. Training helps assure that this will consistently happen.We hope you checked all of the above. Training can provide all of these benefits. You, your customers

29、, your employees, and your organization have much to gain-and nothing to lose-with a high quality training program. Which of the following will benefit your organization?Saving TimeA trained staff will promote efficiency. Both the managers time and that of employees will be saved.Reducing Staffing C

30、oncernsTrained employees are better prepared and more eligible for promotion opportunities.Saving RelationshipsManagers who show their concern for employees with quality training help motivate them and morale levels are likely to increase.Give yourself an “A” if you checked all six boxesTRAINING IS

31、PART OF EFFECTIVE SUPERVISIONA manager must do many things at once. All are important.Nothing is more important than training.The management of people determines organizationalsuccess. Training cannot wait until “the manager getsaround to it” or “when time permits.”Training must receive a high prior

32、ity from management.The highest levels of management must agree about theimportance of training and allocate time and resourcesfor it to be done well.No manager can train in a vacuum. Top managementmust endorse the value of training and employees must be convinced of what training will do for them.M

33、ANAGERS MUST BE EFFECTIVE TRAINERSTRAINING KNOW HOW IS A MUST FORMANAGERS Managers Must Do Managers Must Manage Several Things Several Resources Plan Time Organize People(Employees) Staff Money Supervise Materials Coordinate Energy Control Procedures Evaluate EquipmentAs managers supervise employees

34、 they must: Develop Staff Lead Staff Orientation motivation Staff Training performance must appraisal be Professional discipline oriented Development and problem trained solving before resolve they conflicts can be led.TRAINING IS NOT A LUXURY FOR MANAGERSIT IS A NECESSITY!EMPLOYEES BENEFIT FROM TRA

35、ININGEmployees benefit from training. Managements job is to demonstrate how training will help employees. Properly explained, employees will want to be trained. They will participate in training activities. They will receive maximum benefits from their training experience.WHAT DO EMPLOYEES GET OF TR

36、AINING?Theres an old saying, “if trainee hasnt learned its because the trainer hasnt trained.” Trainees who understand the benefits they will receive from training will want to learn.EMPLOYEES BENEFIT FROM TRAINING(Continued)Check any of the following you would like to achieve: Personal knowledge th

37、at you Promotion are doing a good job. Freedom from on-the-job Wage/salary increase. Accidents. No anxiety about performance Increase in tips(where evaluations. Applicable). Fewer customer complaints. Freedom from on-the-job boredom. Feeling of being a “professional.” Less tiresome work Respect/este

38、em from customers, Participation in career peers, and your boss. development programs. Knowledge that your job is Good first on-the-job secure experiences. Better relationship with your Less stress. manager. Improved teamwork Job enjoyment. More fun on the job.Guess what? Your employees will likely

39、be happy with the same things thatyou checked. You may have checked all of the factors. Each is influencedby training.TAKE THE TRAINING TESTWhich of the following statements about training are True? False? or PartiallyTrue?(maybe)? Check your answers and compare them to the authorsStatements below.

40、True False MaybeTraining can be difficult Training should be cost-effective Training is a line responsibility. Only new employees benefit from training. Training can modify an employees attitudes Training is best when objectives involve. increasing/changing, knowledge/skill levelsTraining should be

41、done when time permits Training for problem resolution is different than teaching a new employee job skillsCheck your answers.1. Truetraining can be difficult; it takes skillful planning to implement a quality training program.2. Truetraining must be cost-effective or it should not be undertaken.3.

42、Trueline Managersnot those in the personnel officeshould be ultimately responsible for training.4. Falseall employees benefit from training.5/6. Maybeit is difficult to modify attitudes. Training is most typicallyhelpful in influencing knowledge/skill levels.FalseTraining is too important to do only

43、 when time permits; it must receive a priority.8. FalseThe basic training techniques are the same regardless ofthe purpose.THE FOUR STEPS OF TRAININGSTEP#1 DEFINE HOW THE JOB SHOULD BE DONE (POSITION ANALYSIS)The first step in training is to define how the job you will train other forshould be done.

44、 This process involves developing a position analysis.A Trainer must know how the job should be done before the“best” way can be taught.The following activities are required to develop a positionanalysis: Develop a List of Tasks (Definition: taska single element/activity of a job. Jobs typically are

45、 composed of several different specific tasks.) Define the Task (Definition: A description of exactly how a task should be performed) Determine the Required Quality Level for each task Construct a Job DescriptionA trainer knows that a position analysis is an important first step intraining. He/she a

46、lso knows, however, that the process used mustbe simple, practical, and efficient.WHY A POSITION ANALYSIS?Check () each of the following statements as they apply to yourorganizationT F 1. All employees in the same position perform each task of their job in the same way. 2. Every supervisor for a spe

47、cific are of responsibility would give the same explanation of how each task should be done. 3. It takes different employees approximately the same amount of time to perform a specific task. 4. All employees use the same process/procedures to perform each identical tasks. 5.Customers compliment your

48、 organization about the consistency of employee task procedures they encounter. 6. Similar quality standards are consistently attained by all employees. 7. The definition of what constitutes “good” performance is understood by all members of the staff and is used as the basis for training, supervisi

49、on, and performance appraisals. 8. Job descriptions accurately portray the work to be done.If you answered honestly, it is probable you answered all statements false. If you think about each question, however, you probably recognize that in anIdeal organization, most questions could be answered true

50、.When job tasks are performed with consistency by employees, qualitystandards can be defined; time and cost requirements can be established; andguidelines for performance evaluation criteria can be developed.SAMPLE TASK LISTPosition: Tasks required to perform in this position, (listed by priority):1

51、. 2. 3. 4. 5. 6. All significant tasks which an employee working in a specific position mustdo should be listed. For example, a sales clerk may, as part of the job:-operate the cash register correctly for each transaction(daily)-complete a daily sales report to the specifications required(daily)-att

52、end to the needs of customers(daily)-conduct inventory counts(weekly)-vacuum the carpet(daily)-etc.Once all basic tasks have been identified, a person with trainingresponsibilities will know what a new sales clerk must accomplishTo be successful, a training program must present all of the necessaryi

53、nformation to allow a recently hired sales clerk to understand andperform the job to the level of quality expected.Want to try an experiment to learn more aboutTask lists? See page 69 to apply what you have learned.SAMPLE TASK BREAKDOWNPosition: Task The procedures to complete this task include:Step

54、ProcessEquipment/SuppliesTimeRequirementsOther.5.A task breakdown describes, in sequence, what employees must do in order toperform a task correctly. Consider, for example, a sales clerk operating a cashregister. Operating instructions provided by the manufacturer of the equipmentmight be an

55、excellent starting point. These can then be integrated into the specific job requirements.Or, how exactly should inventory counts be taken? What considerations arenecessary when approaching a customer, etc.? The answers to these questionscannot be supplied in a manufacturers instruction booklet. The

56、 procedures which evolve to answer questions such as these can very beneficial even beforetraining activities begin!Want to try an experiment to learn more aboutTask breakdowns? See page 70 in the back of this bookQUALITY STANDARDS TESTCheck () the following statements which are true in your organiz

57、ation: 1. Quality standards have been established for all activities undertaken by persons in all positions. 2. Quality of work output is a significant factor in employee appraisals. 3. Customer complaints about quality problems are extremely rare. 4. Quality is just as important as quantity when ta

58、sks are performed. 5. Quality standards are consistently measured and reported on. 6. Managements philosophy and expectations about maintaining quality standards are well known. 7. Employee training programs emphasize quality requirements as skills that are taught. 8. Employees are rewarded by meeti

59、ng(exceeding)quality goals.How many did you check as true? Any that were not checked trueneed immediate attention.Think about the products and services you purchase you purchase asa consumer. What makes you happy? Disappointed? What factors inyour personal situation are applicable to the products/se

60、rvices providedby your organization? What can you learn from this analysis? How canyou apply your own perceptions of quality to “the way things are done”by your employees?TRAINING: STEP#1(Continued)Position Analysis: The Four ActivitiesDevelop a list of tasksDefine a taskDetermine requiredQuality le