Develop teams & individuals
Support the learning and development of teams and individuals
BSBHRM413
LEARNING,
therefore, is a key component of ORGANISATIONAL SUCCESS.
How to Identify Training Needs in Your Organization
Proper training is the backbone of any successful organization. Employees who receive the right training are more productive, efficient, and satisfied with their workplace experience.
Explore overall performance
Compare yourself to similar organizations
Perform individual assessments
Consider your industry
Different training programs for different roles
Train for common job requirements
Proper training is the backbone of any successful organization. Employees who receive the right training are more productive, efficient, and satisfied with their workplace experience. You’d be astounded at the ways that excellent training shapes the landscape of your office environment. If you want to provide superior training, start by making a checklist that addresses the direct needs of the individuals involved.
Explore overall performance
Look at each section of your organization instead of the organization as a whole. Examine them, and assess which aspects are lacking, or performing below your desired standard. You’ll want to refresh and improve all training, but identifying these key areas will show you where to place the biggest emphasis. Devote the majority of your time to these targeted areas and gently touch on the things that people seem to be doing well.
Compare yourself to similar organizations
What are they doing differently from you, and how is that helping them succeed? If you’re seeing an enviable outcome from other organizations, you might want to jump aboard the same train. This may mean overhauling a lot of cu
ent policies and implementing new technology. When things change, everyone is going to need a training update.
Perform individual assessments
You may not have a lot of people doing the same work. Certain tasks may be delegated to very small groups, or even individuals. Measure the performance of these individuals to determine where their strengths and weaknesses lie. Training can boost productivity, but only if the training is tailored to the areas where productivity needs to be improved. You may find that some people need very specific training.
Consider your industry
Everyone undergoes some sort of basic training before starting a job, and some of that may even be required by law. Everything differs from industry to industry. How familiar are the members of your organization with the trends and standards within your industry? Try providing them with a bigger picture.
Different training programs for different roles
A file clerk doesn’t need the same kind of training that an accountant needs. There are many different roles within your organization, and the people who fill them need to understand how you expect them to do their part. A training program needs to exist for each individual job. A one-size-fits-all approach will leave certain people lacking vital information, and this will cause problems down the road.
Train for common job requirements
Have you ever trained individuals for using software? Monitoring an anti-virus program? What about data entry? The tools they use and the small tasks they’re required to perform comprise a significant part of their responsibilities. Though these things may seem routine, there’s no use in creating complications by expecting people to figure them out on their own. Particularly when it comes to matters su
ounding IT and security concerns, you should never let people poke around and guess how they’re expected to fulfill their duties.
Always communicate with the individuals who do work for your organization. Ask them if they understand how things work, and take suggestions about how you can improve things. Keeping constant, open communication can help prevent training issues and misunderstandings before you begin to see their negative consequences, and encourage individuals to tell you where they need assistance.
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LEARNING Needs in ORGANISATIONS;
Endorse workplace cultures which encourage people to question things
Encourage experimentation and risk taking
Constantly provide opportunities for individuals, teams and the enterprise to develop new skills, competencies and experience
Value learning
Share information and knowledge
Encourage individuals to challenge themselves and others
Recognise that learning contributes to their ability to expand and shape their own future
Utilise learning and organisational knowledge for the benefit of all stakeholders.
Learning is behavioural change; changes or additions to our thinking which are anchored in behaviours that demonstrate particular learning or knowledge.
Learning
Styles
LEARNING STYLE DESCRIPTION
Visual seeing and reading
(learn by seeing and writing)
Relate most effectively to written information, notes, diagrams, and pictures.
Can be ve
al (sees words) or pictorial (sees pictures)
Remembers faces but not names
Think in pictures, uses colo
Facial expression show their emotions
May be good writers, journalists, graphic design
Auditory listening and speaking
(learn by listening)
Learn from spoken instruction
Written information has little meaning until it has been heard
Write lightly and it is not always legible
Talk while they write
Remember names and forget faces
Distracted by noise
Remember by listening, especially with music
May be good speakers, and specialize in law or politics
Kinesthetic touching and doing
(Learn by doing)
Learn through touch and movement in space
Remember what was done, not seen or talked about
Gets physically involved
Enjoy playing games
Coaching AND Mentoring
When to consider coaching:
When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manage
When a company has a number of talented employees who are not meeting expectations
When a company is introducing a new system or program
When a company has a small group of individuals (5-8) in need of increased competency in specific areas
When a leader or executive needs assistance in acquiring a new skill as an additional responsibility
When to consider mentoring:
When a company is seeking to develop its leaders or talent pool as part of succession planning
When a company seeks to develop its diverse employees to remove ba
iers that hinder their success
When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies
When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations
When a company wants to create a workforce that balances the professional and the personal
The Importance Of Coaching
To improve performance
To build skills
To stretch people’s potential
Benefits Of Coaching
Employee
Involved in setting their own objectives
Manager
Identifies employee’s strengths
Organisation
Higher skilled employees
Involved in their development
Gains new knowledge, skills, and experiences
Potential increase in pay based on performance
Identifies employee’s area for improvement
Reduces ba
iers to communication
Better understanding of what motivates an employee
Improved productivity
Potential for increased profit
Better work environment
Our core capabilities achieved
https:
www.youtube.com/watch?v=PfHNQwDfyKU
THE G.R.O.W. MODEL
A tool for communication during Coaching sessions
Raising Awareness
GOAL
Building Ownership
OPTIONS
What is the expected outcome of the dialogue
REALITY
Uncovering the facts
Clarifying
Understanding
Explore alternatives
Ask for suggestions
WILL
Formulate action plan
Set measurements
Set responsibilities
https:
www.youtube.com/watch?v=xNLRo3jWPcg
Lets discuss….
Why does training/learning enhance self- worth and make people in an organisation feel valued?
How does this benefit the organisation?
Effective learning requires:
Instruction/demonstration
Development of procedures
Practice
epetition
Constructive feedback
Reinforcement
Both formal and informal evaluations are important.
Methods of collecting evaluation information include:
Questionnaires
Feedback sheets
Open forum discussions
Small group discussions
One to one feedback sessions
Continuous review sessions
Post training surveys
Feedback
Why is giving and receiving feedback important?
What are some good formulas for providing feedback?
When is the right time to give feedback?
How should I receive feedback from others?
Feedback
People must constantly improve in any business that hopes to stay competitive.
Most people want feedback -- they want to know how they're doing.
People want to succeed and a knowledge of others' perceptions gives them guidance in this.
It shows willingness to engage in straight talk and demonstrates trust.
Great Managers – Feedback
Start with the heart.
Tailor their feedback to the personality of the individual they’re talking to.
They begin high risk discussions with the right motives.
Stay alert for the moment a conversation turns from a routine or harmless one into a crucial one.
Maintain respect through the conversation.
Have the confidence to say what needs to be said to the person who needs to hear it. They’re also confident that they can speak openly without
utalising others or causing undue offense.
Realize they don’t have a monopoly on the truth. They may cu
ently believe something but realize that with new information they may change their minds.
Types of Feedback
Acknowledging feedback – given to acknowledge appreciation of a particular action or behaviour.
Developmental feedback – given to co
ect or
ing attention to a particular action or behaviour that has been found inappropriate. This type can be planned or unplanned.
The START Model
When giving feedback……..
Share your facts.
Tell your story.
Ask for their view.
Remind them of the standards.
Talk solutions.
SOME TIPS
Timeliness is critical
Be as objective & specific as possible
Concentrate on performance – not personality (describe rather than evaluate)
Beware of statements like ‘you always...’ or ‘you never...’
Define the impact of the observed behavior (e.g.: not Best Practice, number of complaints, time to process, etc.)
Ask questions to promote discussion and clarify issues
Listen, Listen and Listen
Don’t tell them what to do. Present your feedback as an option. Develop alternatives
"You will be most effective as a team when members can compliment each other without emba
assment, and disagree without fear."
Thank You!!
BSBHRM413 - Support the learning and development of teams & individuals
Student Name
Student ID
Submission date
06/11/2022
Assessment Task 1 - Project
Needs of the Team
Name of team
Role 1
Role description:
Team member allocated to this role
Team member allocated as the leader for this role
Competencies needed for this role
Role 2
Role description:
Team member allocated to this role
Team member allocated as the leader for this role
Competencies needed for this role
Self-Evaluation Form
Name of team
Role
Name of team member completing this self-evaluation
Please rate yourself on each of the following skills by giving yourself a score out of 10 for each skill
Skills required (leader to transfer from Needs of the Team document)
Score
What are your greatest strengths for this responsibility? Please explain.
In what areas will you require development? Please explain.
Do you have any evidence to support your strengths? For example, certificates, statements of attainment, references.
Please nominate one person that your leader can contact to find out more about your skills