Desenvolvendo Programas

1) Developing an Effective Employee Training Program

by Matt McKay, Demand Media
http://smallbusiness.chron.com/developing-efective-employee-
training-program-111.html
Keep goals in mind during all stages o! the training process.
Developing an efective employee training program is vital to the long-term success
o! any business. "raining programs provide multiple bene#ts !or employees and the
company, but only i! they are care!ully planned and properly implemented. $lear
understanding o! policies, %ob !unctions, goals and company philosophy lead to
increased motivation, morale and productivity !or employees, and higher pro#ts !or
your business. "raining is a means to a speci#c end, so &eeping goals in mind during
the development and implementation stages o! your training program 'ill assist in
creating a clearly de#ned and efective program.
Define Needs And Goals
(tep 1
De#ne the needs o! your company by identi!ying 'ea& areas 'here training 'ould
prove bene#cial. )*amples may include ho' to use machinery, o+ce e,uipment or
a process -hard s&ills., or time management, con/ict resolution, harassment or
company policies -so!t s&ills..
(tep 2
De#ne short- and long-term goals o! the company, and identi!y possible training to
meet those goals. )*amples may include increasing productivity, enhancing
customer service or improving employee relations.
Related Reading: "he 0ole o! )mployees in )mployee Development
(tep 3
Develop individual training modules based on your de#ned needs and goals.
"rainings may be purchased !rom training companies, or developed by a member o!
your staf educated in employee training.
Identifying Employees And Planning
(tep 1
Plan your training by identi!ying individuals or groups li&ely to bene#t. (ome
training modules, such as those covering company policies and time management
!or instance, should be given to all employees. (&ill-based training, such as ho' to
use a piece o! e,uipment or per!orm a speci#c %ob duty, may only bene#t
employees 'hose %obs are directly impacted by such &no'ledge.
(tep 2
$reate a spreadsheet 'ith each employee1s name on the le!t column, and individual
training modules across the top ro'. 2se color-coded bo*es ne*t to the employee
names under the training modules the employee is re,uired to ta&e. 3s the trainings
ta&e place, the trainer 'ill place a date in the colored bo*es indicating that the
employee has !ul#lled the training re,uirement. "his sheet is called a 45training
matri*,45 and is a use!ul and necessary tool !or trac&ing purposes.
(tep 3
Plan a regular training schedule that 'ill satis!y training needs 'ithin a speci#ed
time-!rame. 6etting all current employees trained 'ill ta&e time, so plan your
trainings during slo' periods or a!ter business-hours to avoid undue 'or&
disruptions. 7usiness o'ners must recogni8e that training is an investment in the
!uture o! the business, so training costs and do'n time are to be e*pected.
Implementation
(tep 1
9mplement training modules in the order o! importance. 9! customer service or time
management are ma%or issues, roll out those trainings #rst.
(tep 2
2se a pro!essional trainer or e*perienced employee 'henever possible. "he
trainer1s interaction 'ith the audience and presentation o! the material is a ma%or
!actor in training efectiveness.
(tep 3
2se multi-media tools. Pro!essional training organi8ations use slide-sho's, 'hite
boards and videos in addition to 'ritten material. :ui88es, :;amp<3 sessions,
games or role-playing are sometimes incorporated to &eep participants involved.
(tep 4
$reate an employee !eedbac& !orm to rate the training and collect comments and
opinions as to the training session1s perceived efectiveness. "he most efective
training modules and programs are those improved or altered 'hen needed, and
participant !eedbac& must be ta&en seriously to gro' the program and gauge its
impact.
(tep
Ma&e training a part o! every ne' employee1s orientation going !or'ard. =ou1ll
probably play a lot o! catch-up 'ith current employees, but ne' hires are prime
candidates !or training during their #rst days on the %ob.
Tip
>imit the time !or each training to no more than ?@ to A@ minutes or less.
"his 'ill ma&e scheduling predictable, and help prevent employees !rom
e*periencing in!ormation overload.rnrnDon1t 45reinvent the 'heel.45 Many efective
training programs are available !or purchase, 'hich may be customi8ed to suit your
business or used as-is.
!arning
3ll managers and supervisors must buy-in to the concepts presented and be
trained themselves. Bithout the support and understanding o! management,
training programs run the ris& o! having little or no bene#t.rnrnDon1t use training
solely as a disciplinary action or 'hen problems arise. Cne o! the goals o! training is
to prevent problems be!ore they occur.
0e!erences -D.
0esources -E.
A"o#t t$e A#t$or
Matt McKay began his 'riting career in 1AAA, 'riting training programs and articles
!or a national corporation. Fis 'or& has appeared in various online publications and
materials !or private companies. McKay has e*perience in entrepreneurship,
corporate training, human resources, technology and the music business.
2) Using management training to build a better business
A Travis Perkins case study
Read more: http://businesscasestudies.co.uk/travisperkins/usingmanagement
trainingtobuildabetterbusiness/introduction.html!i"##$%&2yT'o'
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