...“Creating Disciples: The Transformation of Employees into Trainers” By Harry J. Martin* and Mary W. Hrivnak Elena Rozkov Human Resources Training and Development April 12, 2012 MGMT 3060 CREATING DISCIPLES: THE TRANSFORMATION OF EMPLOYEES INTO TRAINERS 1 After our class discussion and reading article “Creating Disciples” again, I have a better understanding of the process and importance of the training program, which is designed for developing and supporting employee trainers, but I still cannot completely agree with the authors’ model. Martin & Hrivnak (pg.614) are talking about turning novice employees into trainers if this employee feels strongly enough about the idea to volunteer to teach other employees. But they are not talking about rewards, recognitions or promotions. According to Martin & Hrivnak (2009) an organization has to follow the “why” and “how” approach, and needs to understand the benefits and disadvantages between hiring an insider or an outsider to train others. Deciding which trainer to choose depends on the objectives of the program and how valuable they will be for an organization. By turning employees into disciple trainers will benefit the company in many ways. The insiders are cost-effective for the company. Also, training process can be easier because trainers will be accepted by their peers, which will lead to a comfortable work environment. Trainers can relate to other employees because they are already in the...
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...also provide training to IT staffs on the various aspects of the information technology hardware, wiring, programming languages, and various how-to classes about information technology. The company’s current organizational structure is made up of an executive committee, payroll and accounting, programmers, coding specialists, and a general IT section. Project Introduction The company has a need for trainers to train our entire staff in the use Microsoft (MS) Office 2013. The need arose out of after a general survey of employees about using MS office 2013 many express a desire that employees were not knowledgeable and the company did not have employees trained or certified in MS office to teach the company staff in-house. The purpose for the selected vendor is to train-the-trainers, made up of various staff members from advance to expert proficiency in the use of Word, Excel, and PowerPoint and Outlook of MS office 2013. Project goals The project goals are to train-the-trainers in the various uses of MS office 2013 so that the company have trained instructors on hand to train incoming employees during the company’s in-processing and training for new hires program. Training description and needs The company would like the training to be conducted over four weeks, preferably in the same month. The month we would like to begin is June, 2014. Each week of June be devoted to one program of MS office 2013. The first week training in Word, the second in Excel, the third in PowerPoint...
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...for two nights at the Marriott hotel and conference center • Meal stipend of 65 dollars per day to be reimbursed with receipts • Transportation from the airport to the hotel and conference center Training Facility • Training facility name and address o JW Marriott Los Angeles L.A. LIVE o 900 West Olympic Boulevard • Los Angeles, California 90015 USA o 1-213-765-8600 o Courtyard Orlando International Drive Convention Center o 8600 Austrian Court Orlando, FL 32819 o 1-407-351-2244 • Training dates o March 4-5 2013 o Time- 9:00 am – 5:00 pm Budget The train sessions prearranged budget has been set for 100,000.00. To meet the budget, the total cost has been broken down into quarterly expenditures. 1st Quarter Training Budget Line Item Description/Justification Qty. Unit Cost/Rate Total 1 Courseware development $0 2 Courseware purchase 0 3 Certification 0 4 Train-the-trainer 0 5 Hardware purchase 234 PC's, mice, keyboards purchased 200 $ 357.00 71400 6 Facility rental 0 7 Instructional materials 0 8 Technical equipment Tech tool kits 15 $ 75.00 1,125 9 Consulting fees Consultation 4 $ 99.00 396 10 Instructor fees Instructor 2 $ 150.00 300 11 Content acquisition 0 12 Travel 0 13 Per diem 0 14 0 15 0 Grand Total $73221 The first quarter shows the preliminary...
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...2014 Traditional Training Methods There are many different training methods available today for organizations to train their employees. With the advancement of technology many organizations are starting to use more of a computer-based training to train their employees and it is beginning to change training in today’s workplace. However, many companies still prefer to use traditional training methods for employee training. Today, these traditional training methods are thought of to be obsolete and a thing of the past, because they are training methods that do not require the use of new technology, but if presented correctly, traditional training methods can be just as an effective learning tool as the newer technological methods. Traditional training methods have been found successful, and for many years is a useful method used by many organizations. This method requires an experiences trainer to conduct the training and make it effective for the trainees. According to Noe (2010), “Needs assessment, a positive learning environment, and transfer of training are critical for training program effectiveness” (p.259). Traditional training help trainees learn by watching the trainer and then showing the trainer what they have learned. The trainer then gives feedback to the trainee and any questions that the trainees may have at that time can be answered by the trainer. There are many traditional methods organizations can choose from, it is critical that they choose one that closely...
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...The Importance of Training Competency I chose to write this essay over training competency. If an organization has chosen to design or run its own training program, then a trainer must be selected. Selecting a trainer can be a simple or difficult task depending on whether or not an organization has a large training staff with the ability to train staff in high demand areas. Either way, selecting a trainer should be a very important one for an organization. This was one topic that I felt very strongly about throughout these chapters. Training competency involves the knowledge and varied skills needed to design and implement a training program. Effective trainers must be able to communicate their knowledge clearly, use various instructional techniques, have good interpersonal skills, and the ability to motivate others to learn. The topic training competency stood out to me because with the last few jobs that I have had I have witnessed many trainers that did a very poor job. For example, there was a woman that trained me on the medicine cart where I am currently employed. I hadn't passed medicine, other than at clinicals, so I wasn't experienced. I was told that I had three days of training and then I would be on my own. The woman had me stand by her at the medicine cart for three days and wouldn't let me touch anything. She assumed I would understand by just watching, but a trainee cannot just stand beside someone and catch onto something without hands on experience. Especially...
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...Table of contents 1. Introduction _____________________________________________ 2 1.1 Context ______________________________________________ 2 2. Selection and Recruitment _________________________________ 2 2.1 Selection _____________________________________________ 2 2.2 Recruitment ___________________________________________ 3 3. Training and Development _________________________________ 3 3.1 Training ______________________________________________ 3 3.2 Development __________________________________________ 4 4. Reward and Incentives ____________________________________ 4 4.1 Reward ______________________________________________ 4 4.2 Incentives_____________________________________________ 5 5. HR professionals support line managers and their staff _________ 5 5.1 Department Staffing_____________________________________ 5 5.2 Workforce Strategy _____________________________________ 6 5.2 Performance Management ______________________________ 6 6. Conclusion _____________________________________________ 6 7. Appendices _____________________________________________ 7 1. Introduction 1.1 Context Every business is driven by its workforces. Accordingly, operative HR strategies are critical to guarantee productivity and maximum success. Human resources experts play a significant role with respect to coming up with the right approaches to support organizational track but they must have the skills to think beyond the strategies to identify the high level...
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...REQUEST FOR PROPSAL TO BRINGING IN OUTSIDE TRAINERS TO TRAIN STAFF ON THE USE OF MICROSOFT OFFICE PROGRAMS Prepared for Eng. 221 Technical Writing Fundamentals University of Phoenix E Campus By Larry Franklin Student July 19, 2010 REQUEST FOR PROPOSAL COVER LETTER BLUE CROSS/BLUE SHIELD INSURANCE COMPANY Mailing Address: 550 Club Dr. Suite #215 Montgomery, TX 77316 936.582.7120 FAX: 936.582.7130 Monday, July 19, 2010 Dr. Jamilah Abdush-Shaheed, Director Microsoft Corporation 1950 North Stemmons Freeway Dallas, Texas 75207 Dear Dr. Abdush-Shaheed: This RFP is submitted for your review and response in the form of proposal to bring in outside trainers to train our staff on the use of Microsoft Office Programs. This document is in response to Blue Cross/Blue Shield’s need to train its employees in the use of Microsoft Office Application packages that include Microsoft PowerPoint, Microsoft Word, Microsoft Excel and Microsoft Access. Thank you for taking the time to consider our need for your technical support. We look forward to your proposal in response to this RFP. Sincerely, Larry Franklin Marketing Director TABLE OF CONTENTS Abstract……………………………………………………………………….5 1.0 Introduction / General Over View Of (RFP) .....................……………………….5 1.1 Organizational Overview………………………………………………………….5 2.0 Discussion…………………………………………………………………………6 2.1 Course Description……………………………………………….………………..6 2.2 Target Audience…………………………………………………………………...
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...and planned process of transferring knowledge, skills and attitudes to others. The concept of transfer here is critical, as is the element of planning. I define 'learning': Learning is the processing and assimilation of what we hear, see or experience that alters or improves our knowledge, skills and attitudes. The combination of knowledge, skills and attitudes is behaviour. If someone trains us, or we learn something new or different, it is our behaviour that is affected. If our behaviour is changed, we have learnt something. Training is active - it is conscious and planned - it does not just happen. What is the best way to learn? Should someone train us or should we go off and try to learn something new by ourselves? In recent years, self-directed learning has gained increased attention. Some people felt that it was better for some people to 'discover' something rather than be taught. I believe both learning and training are important. In this informal learning article*, I explained that about 70% of learning was informal. Informal learning is very helpful. I probably have a bias, but I believe organisations should have a planned approach to the development of their people. If training needs are identified, they should be addressed in a timely manner. A well planned training event can do this, particularly if the trainer can identify the key issues to be addressed. Training can save time. In a computer software training session, which is best: asking the trainer a question or...
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...RESPECTFULLY SUBMITTED BY : MERCYLYN L. TANOG TRAINOR TRAIN YOURSELF AND THE PERSON OF THE TRAINOR A SUMMARY Author : Teresita Nitorreda In her article, Trainor Train Yourself, Teresita Nitorreda recognizes the importance of the trainor’s personal training. In support to her recognition, she presents Tom Boydell’s Meta goals that give the how and the why of training. She claims that the real trainings springs not from the formal process, but from the concrete experience. What the formal training provides are just the fundamentals. Hence, training begins with the formal process, but it is realized in the actual confrontation of life’s details. The author goes further by giving the steps on how to go about with the process, although they are not so specific. Again, the details come in the real experience. Lastly, the author mentioned some values necessary in this attempt. These are the awareness of the dangers of drifting away from the objectives, the ability to overcome doubts and motivational problems, and the relevance of hard work. Adherence to the emphasis of this article fosters an implication for the way trainors train oneself and co-trainers. On the other hand, Henrietta Pascual underscores the practical implications of the training. Like Nitorreda, she also subscribes with the idea that the skills and values of the trainer must be complementary. She abhors biases in the giving of the training. One’s credentials and wide experiences...
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...LaQuita Anderson-Renfroe 8/20/2011 Prof. Jeanette Horner-Smith BUS 407 Learning Styles, Motivation, and On the Job Training Compare and contrast the four differences in learning styles. Propose ways a trainer can help each type of learners. People perceive, analyze, reflect upon, visualize, internalize, and transform information in various ways. Individual differences exist in the way that people learn. There are many different learning styles and different dimensions of learner preferences. The four different dimensions of learner styles that we focus on come from the Felder-Silverman model that describes how different trainee learning styles can influence the effectiveness of the training. Felder and Silverman (Felder, 1993; Felder and Silverman, 1988) propose four dimensions of student learning styles, each of which relates to trainer’s preferred modes for receiving information, including 1) the type of information they receive (sensory or intuitive), 2) the modality in which they receive it (visual or verbal), 3) the process by which they receive it (actively or reflectively), and 4) the order in which they receive it (sequentially or globally). These dimensions are useful in considering the diversity of learning styles and how teaching strategies do or do not regularly provide access to learning for these different types of trainees. There are a few common similarities and differences that...
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...they've been ingrained over time. To correct performance issues, new behaviors have to be introduced and consistently reinforced over the long term. This means following up programs with enough continued learning, feedback, coaching and accountability to stimulate the growth of new neuronal connections that eventually take the place of old ones. Unaware of this reality, organizations have wasted billions of dollars annually investing in learning programs that fail to change behavior. The greater challenge of the quest for this "Holy Grail" is that the solution doesn't involve fixing just one thing. A myriad of variables within an organization influence whether learning is reinforced until new behavior patterns are established. A process I call Train-to-Ingrain was designed to achieve permanent, measurable improvements in performance by optimizing aspects of training and development that impact on learning transfer: - COMMITMENT - Support follow-up reinforcement - COACHING - Prepare direct managers for their development role - FOLLOW-UP - Integrate reinforcement programs with assessment and training programs - ACCOUNTABILITY - Measure performance improvement and calculate ROI - TRAINING FOR TRANSFER - Incorporate learning strategies that promote application and reinforcement of skills - LEARNING NETWORKS - Coordinate support for reinforcement - FOCUS - Identify training needs that will have a positive impact on business results - CULTURE - Align the organization's...
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...The company also had problems with the training process because the workers always failed to meet the job specification Also they have overlapped training period and some of the training are outdated Besides, training process is homogenized 3 MAIN PROBLEMS 1. Training Process 2. Employer's Problems 3. Employee's Problems SOLUTIONS 1. Training Process 2. Employer's solutions 3. Employees' solutions Employer's Solutions To improve the training process and revise training the system Preliminary info Monitor and feedback system Programs more task-relevant Align the training with strategic goals More direct first-hand info from employees regular meetings, normal retreat, critical incident diary, work log Involve the employees into decision-making process Employees' Solutions Design some motivational programs Pay for performance Intrinsic and Extrinsic Reward Solutions for Trainers Provide "Train the Trainers" Course Build up the trainers team Solutions for Training program Define the training objectives Work out for the training budgets Prepare master training plan Improve the training contents Induction Program Develop some training forms for data record Employer's Problems low-quality and insufficient downward communication Lack of proper human resources managing skills OUTLINE Summary Key Problems Solutions 1. Problems with Training process Training Needs Analysis Training Program - Contents Trainers Problems in Training Needs Analysis Lack of data...
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...necessary to get the job done along with ensuring they know exactly how to complete the tasks being asked. Most training programs consists of one trainer teaching new hires how to successfully complete their duties and responsibilities. Although training programs are mandatory and necessary, it is also important to ensure the training being given is well beneficial, covers all bases for the duties being asked of the corporation, and entails relevant information tied to the job while excluded all unnecessary information for the new hires. Training programs are at an all time high in this day and age due to the constant changes of technology and increase in logical ways to make all aspects of organizations much more straight lined. Organizations make it known to new hires the importance of being actively engaged in the information being given so they will know exactly what to do once they are released to perform their duties and responsibilities. Training programs are a very important piece that organizations consider when hiring new employees, however, most organizations do not consider giving evaluations to their new hires at the end of the program. This paper will discuss the importance of human resource development including evaluation as a part of their training programs. It will discuss the importance of organizations utilizing trainers who not only deliver training, but also those who know more than what is being practiced. TRAINING PROGRAM EVALUATION Training program evaluation...
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...helpful tips: 1. Stress training as investment. The reason training is often considered optional at many companies is because it is thought of as an expense rather than an investment. While it’s true that training can be costly up front, it's a long-term investment in the growth and development of your human resources. 2. Determine your needs. As you probably don’t have unlimited time or funds to execute an employee training program, you should decide early on what the focus of your training program should be. Determine what skills are most pertinent to address current or future company needs or ones that will provide the biggest payback. Ask yourself, “How will this training eventually prove beneficial to the company?” Repeat this process as your business needs change. 3. Promote a culture of learning. In today’s fast-paced economy, if a business isn’t learning, it’s going to fall behind. A business learns as its people learn. Communicate your expectations that all employees should take the...
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...4. Employee Training and Development , Knowledge Level: Novice, Keywords: employee, training Read more: 4. Employee Training and Development Get more information on Entrepreneurship The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements. Purpose of Training and Development Reasons for emphasizing the growth and development of personnel include • Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization. • Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. • Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale. • Ensuring adequate human resources for expansion into new programs. Research has shown specific benefits that a small business receives from training and developing its workers, including: • Increased productivity. • Reduced employee turnover. • Increased efficiency resulting in financial...
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