Elizabeth Mills sets out the rules for a training strategy

For any training activity to add value, and be worthwhile, time must be dedicated to it. All training events should be conducted with a clear and specific objective in mind to ensure both the trainer and trainee are clear as to the purpose of the training and what is expected as a result.

Unless this is clearly understood, it will be hard to monitor or review whether the training activity has been a success. Involve the individual too - what does he or she want to gain from the training or coaching experience?

Training events can be beneficial in a variety of situations. However, they can typically fall into one of the following categories:

- Induction of a new employee (when they are new to the company and/or new to a particular role)

- Resolving or addressing operating problems

- Upgrading the knowledge/skills of existing staff with a view to increasing performance, improving results, assisting with efficiency and enabling individuals to be multi-skilled

- Providing professional development to assist in maintaining knowledge and skills

- Promoting self achievement

- Demonstrating a desire to invest in your staff

- Enhancing commitment to the role and the profession.

Unless the training is to resolve a gap in knowledge or skills that is essential to the individual's performance, then the purpose of the training is probably to develop the individual in some way.

If you are providing training in-house, this will not only involve take the time of the individual concerned, but also of you or other staff who are providing the training.

Prioritise

It is therefore important to carefully consider what training is provided and to whom. That is not to say people should miss out, but unless you have sufficient resource to dedicate to this, you will need to prioritise.

You should prioritise training or coaching for someone:

- For whom coaching will make an immediate difference; where a small intervention on your part will bring a greater perceivable benefit

- Who is committed to their work or to developing their career

- Who is capable of assessing their own performance

- Who is keen and receptive to learning.

Before training someone for the first time it is useful to have a one-to-one pre-brief with the individual. This is to explain how you can help the learner and what you expect from him during the training or coaching event. For example, you might expect him:

- To talk openly to you about what he thinks and feels during the training.

This is important so that he can share any concerns during the training session. This is preferable to after the event, when time will have been lost and the benefits of the training delayed

- To contribute and participate in generating ideas and solutions

- To try new behaviours and skills, even if they feel strange at first

- To give full commitment and be prepared to persevere, even if

success does not come immediately.

For ongoing training, a short pre-brief session is still worthwhile to:

- Recap on the development area

- Confirm the reasoning and objectives for this particular coaching session

Prior to starting any session you should reassure the individual that anything said or discussed will be confidential, and that any training needs identified will be shared with his line management only, and no-one else.

You should also make it clear that he will not be assessed or reviewed during the session. A training session should be a 'safe' environment for sharing concerns, asking questions and trying new ideas. It should not be seen as an opportunity to test competence. Assessing competence is now a key part of a line manager's role, but these two activities should be kept quite separate, as they fulfil very different objectives.

Training and coaching activities work when both parties are clear as to what is to be achieved, how they are going to get there, and know they can be open and honest during the process.

It represents an investment of time but, with the exception of appraisals is maybe the only time you may spend with your direct reports.

Dedicating time to learning will not only help individuals develop, but will also provide you with a better understanding about the their skills, experience and qualities within your team.

Once you understand that, you will be better equipped to manage them in the most appropriate manner for their individual styles, enabling you to get the best out of them.

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