Value-added training means you make a positive difference with your employees today. A positive difference is to teach them new skills, help them learn to solve problems, engage in them to perform better, and put a new commitment or motivation to excel. Two major and important methods will help you achieve it right away: formal training and informal training. Both of these methods are intended for all types of employees: apprentice, star and average carrier. Here's a brief review and then your next step is to get an action; go to a coach someone.
Formal Training: P3 + E
Formal training is a systematic and organized approach that usually takes half an hour or so, and sometimes entirely. You train "live" at work or in the field that works side by side of the employee. It includes planning, communication, feedback and guidance. The aim is to enhance the employee's development in fitness, nature and self-esteem. Here are four steps to follow today.
To get started, set goals and schedule for time or day. This could be sales, customer service, quality, accuracy or productivity. Your training throughout the period will focus on goals and plans. Setting clear expectations and goals are the basis of all good performance.
Submit the Plan
When you have a plan, it helps to practice or at least review. If the employee is experienced, he will discuss his approach to the implementation of the program. Give feedback or suggestions. If your employee is new, you may need to do the audit or show your employee how to do the project. This is like a dress workout. Keep things as positive as possible.
Perform the program
Let the employee do the job. You are following and taking notes. Set a timeline for this. Depending on the task, it might be a few minutes or an hour. Interfere constructively if things are going wrong or it's worrying about security. Use a good judgment before that time so you can gather enough data to evaluate. For customer service, you can "shadow" an employee like him or she works with customers. You help out as needed. With a sales representative, it is best to do the same in a sales conversation and then review what happened soon after. You repeat it throughout the day.
Evaluate the Plan
To evaluate the use of these two steps. First, ask the employee about input. Each employee needs to learn self-esteem. By asking employee thoughts first, this begins to happen. Employees will improve their skills over time and train you over and over again. Here are some possible questions:
- How did it go?
- What did you do well?
- What could you add?
- What did you learn?
- What will you do next?
Secondly, you give an opinion on the strengths of their efforts, advancements and pointers for the next time. Connect your comments to what the employee said and indicate the agreements or differences with their comments.
In short, start the process again. Begin by preparing or clarifying the goal and how the employee's performance measures. Next, introduce, perform and evaluate.
Informal Training: Instant Truth
This is about your relationship with the man. All the moments of contact with the non-formal staff are great times to influence, convince, know, interact and encourage positive. It includes all the communication you might have the day: Getting to work in the morning, phone, hallway, lunch, coffee cup, text, email and meeting are examples. These are all moments of truth. Do you mean what you say and talk to you? Some of these times are organized and others happen by chance. All of them count. You either have a positive effect on the employee or you are not.
Each employee's contactor bases or reduces the bank's attitude to an employee. Emotional bank account represents staff satisfaction and commitment. The more positive you put in as a manager or coach, the more positive you get back. It's like a bank. You can only undo what you have already entered. Let's face it, sometimes there are negative conditions for everyone: a decision that is not approved with important comments from colleagues, you do not have time to help, you give negative comments or unpopular changes happen at the company. Each meeting you have with an employee will be important. It gives you a chance to relocate the employee to goals or tasks – not the negative content that inevitably happens. You can also strengthen your previous formal education level or at least with example with your behavior and attitude.
Great training as described can create great and high performance in your team. You must be ready to commit time to train constantly and focus on learning to be a better coach. By building employees the skills, commitment and nature you work and then do them. Combine these two value-added training strategies that you will start to achieve better.