Two Alternatives to On the Job Classroom Training

Time and travel create the need for the business world to get creative about how to deliver meaningful and effective training to their workers.  Video conferencing and using an online learning management system (LMS) are excellent choices for many topics.  Not all of our clients find video conferencing affordable and not all topics on an LMS are the right fit for internal policies, etc.

Check out these two alternatives to on the job classroom training that relieve the burden of interrupting the work day and lessen the cost that can be associated with training in the physical classroom.

Internal Webinars

Not every topic is a good fit for a webinar.  It can certainly be utilized very successfully for updates to existing policies and procedures.  A webinar may be ideal for and review and refresher training.  Webinars are a perfect choice to teach product knowledge.  Plus, it is an ideal way to record and archive a training program that others can view when the schedule works best for them.

Training Packets

On occasion, the solution for addressing change orientation training or introducing an easy-to-understand process or procedure can be the development of a standalone training packet.

This alternative calls for the training department to establish a clear line of communication with all supervisors and managers on how they, and those that report to them, are expected to engage with the training packet.  Also, point out to the managers the value of this approach; no one is taken off the job or sent offsite to training.

Still learning,

Honey

Creating Training Advocates

The core solution for training effectiveness in your organization is buy-in from all key influencers. Work at tapping into successful lobbying skills as you seek to encourage role models to value learning and training!

A lobbyist is defined as someone who tries to influence others on behalf of a special interest.

Here is your checklist for success:

• Solicit feedback without becoming defensive – take a look what people are saying they need, want, wish was different
• Find your champion – go for as high up the food chain as possible
• Promote and embrace continuous improvement - how to streamline, elevate quality
• Seek endorsement for tying learning outcomes and training attendance to performance appraisals
• Form a training council – not to be confused with a committee – small advisory team
• Survey your talent pool – find the artists, writers, cartoonists, teachers to help make training sizzle

Still learning,

Honey

Who’s Responsible for Learning Effectiveness at Your Bank?

 

We talk a lot about training but we don’t have enough emphasis on learning effectiveness. It is easy to be fooled and buy into the myth that training that is conducted in a bank or credit union is entirely dependent upon the effectiveness of the trainer. Nothing could be further from the truth.

 

Accountability for training and learning effectiveness needs to be broad and deep. To ensure the company gets the very best return on payroll, systems and products, the ownership must hold all key parties responsible for quality work. Quality work is dependent upon job know-how, training, tools, coaching, and leadership. If any piece of the quality puzzle is missing or misshapen there will be breakdowns that impact the bottom line, service delivery and satisfaction – the customers and the workers.

 

A high profile advocate at your bank needs to be a visible, vocal champion of training. The person who states the vision, purpose and expectation of learning in the culture.

The trainer needs training, support and to be accountable for their piece in the puzzle. As does everyone else. Learning must become the heartbeat of your culture.

 

Still Learning,

 

Honey

Five Points that Ensure Quality Training

As you contemplate creating a training session keep in mind that all training is intended to either prevent problems, correct problems or prepare people to make a change.  In a few cases, a training program is aimed at all three of these. 

 

Here are five points to mull over as your plan your training session.

1.      Establish clear learning objectives.

               What is the point of the training?

               What are the expected outcomes and takeaways of the training?

Example: The point of the training is to increase accuracy, speed and efficiency with the new account platform system. 

2.       Create targeted content

What content will best support the stated goals?

Example: If the learning objective is “to increase accuracy, speed and efficiency with the new account platform system”, what information should you include and present to reach that objective

3.       Consider all delivery options

What teaching methods will you employ?

Example: Teaching methods that draw on the knowledge, experience and expertise of experienced users in class and generate discussions with less experienced users may be a highly effective option to support transfer of knowledge. 

4.       Monitoring, assessing and tracking results

How will you know if the trainees have learned the content?

How will you know if the learning objectives were achieved?

Example:  A hands-on demonstration by the trainer and then by the trainees might be used to indoctrinate and educate users on the platform system application.  For these types of skills, a mastery of at least 90% of the exercise content is a reasonable standard.  

5.       Post training support and learning reinforcement

What tools will trainees leave with that can help them implement the learning?

What additional support will be available for trainees?

Example:  If lack of understanding persists after having attended the initial training, you should provide additional resources, coaching, reinforcement, discussions, etc.  A Quick Reference Guide is the type of tool trainees can quickly access for reminders or independent instruction until they have mastered the learning objective.

Quality training demands pre-planning and passionate execution.  Walk through these five points the next time you are ready to create quality training.

Still learning,

Honey

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Choose Learning as a Core Value

For starters, you must identify who “owns” training, that one individual responsible for leading the charge, organizing the effort, and, in some cases, implementing the training. 

Next, you will need to do the preliminaries: ascertain what is needed, visibly obtain the complete endorsement from the top of the bank and build a plan to get where you want to go!

Train the Trainer Boot Camp

Who should be the designated driver for training at the bank?  No question Human Resources acts as home base for training; it’s the conscience of professional development no matter what size your bank is or wants to become. Oversight for salaries, promotions, personnel files, job descriptions and performance evaluations belong to HR so that key area of the bank should be the fuel behind passion for training.  Depending on the size and structure of your bank, it may be time for Human Resources to launch a formal training department.

A community banker that has been there, done that is Randy Hesson, Vice President/Education Director, Cornerstone Bank in York, Nebraska.  Hesson says,

"I think the most critical piece in making training effective is having the endorsement of the man or woman at the top. Training took on a new meaning at our bank when our President said to our management team, ‘Our trainers are the messengers bringing my message that training is a must! It’s not the trainers message it’s my message.’ 

Another key piece to training effectiveness is determining who needs what.  Here’s what is working for us in that arena.  First, we have a 15 member Education Committee which meets monthly.  Each member takes responsibility for surveying one or more departments to identify training needs and report them to the Committee. Secondly, each employee is asked to complete a Training Profile form during the annual performance review. Input is expected both from the employee and the evaluating supervisor.”

It takes dedication and buy-in to keep training effective on target and current.  Plus, it takes perseverance to guard against complaining or other tactics intended to halt or stall when a strategy for training is in place.  No question training can easily be derailed due to mergers, staffing issues and other complications.  Yet the bank that takes on training like they are required to take on compliance, and like they should take on sales, will be insulated against training taking a back seat when things heat up. Choose to make learning a core value of the company and training will be embraced. 

Still learning, 

Honey