1> Ascertain the lagging indicators/the concern areas.
2> Prioritize them -with feedback from all stake holders- 360 degree
3> Carry root cause analysis - for prioritized concern areas-by considering scenarios
4> Attach them with the level (group of employees shop floor/executives/managers/leaders etc.)
4> Break it into the attributes/factors responsible
5> Group them into Functional (technical) and Behavioural
6> Further classify them into Knowledge/Skill/Attitude(mindset/belief issues etc.)
8> Group the similar or aligning attributes/parameters together
9> Convert them into learning elements/learning modules
10> Decide about the most appropriate methodologies considering the profile of the group and the contents -for whom this training has been identified
11> Design the course/module in detail - considering principles of andragogy (adult learning principles) a) sell the prog by highlighting "What is there in it for me" b) Make them decision maker in designing of the module c) Make the prog interactive d) Put elements of recognition in each module e) Measure the learning f) Measure effectiveness g) Link this with performance mgmt system h)hold the superior responsible for learning of their teams
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23rd November 2018 From India, Mumbai
On paper, role plays are an extremely effective way of imparting learning.
However, there are a few challenges as under:
Selecting the right incident / event / script for the role play which will effectively bring about the concerns you want to address
Getting the participants to enact the roles seriously and effectively, without either getting carried away or over whelmed by the part they have to play.
Debriefing after the role play can be challenging as there can many interpretations as well as misunderstandings.
My suggestion is to add role plays and case studies to conventional training to make the training impactful.
23rd November 2018 From India, Mumbai
Good to note that you wish to bring change through employee training. Not just that but you would like to measure impact also. Not many HRs are keen to measure the effectiveness of the training. For them, preparation of further execution of the training calendar itself is a goal!
Following are my paragraph-wise comments: -
We are mid sized company with heterogeneous group from various filed like pharma, engineering , science, commerce, various levels like graduates, PG,PhD, etc.
Comments: - Conduct the training programme separately for each division. No need to club divisions together as such. Secondly, what kind of technical programmes have you conducted?
Conventional training prog. are not showing any bigger impact & hence we want to shift to role play.
Comments: - [i]What kind of “conventional training programmes” did you conduct? Secondly, “role play” is just a tool of training and not type of training as such.
Please share your experience on people acceptance & responses to role play . I don't want it to be view as a satire. What we see & feel we remember more ,that's why I am opting for this method.
Comments: - Success of the role play depends on its execution. If you hire seasoned trainer then problem of participants viewing it as “satire” will never arise.
Problem we are going to address is about behaviour at leadership role that cause lesser productivity, low moral, high attrition in a team.
Comments: - [i]These are the problems of your organisation’s culture. Just because of the employee training, especially by conducting role plays, it cannot be eradicated.
We are focusing to include team leaders & managers who have a team of 4 to 30 people . I don't want this initiative to back fire.
Comments: - No comments
Final comments: - While conducting employee training, remember the seven habits of Stephen Covey. One of the habits is “begin with the end in mind”. So, what could be end in mind? It could be as below:
a) Can this training programme reduce any operational expenditure? If yes, then by what %?
b) Can this training programme reduce any other cost?
c) Can this training programme increase or decrease any ratio?
d) Can this training programme reduce turnaround time of some process?
e) Can this training programme reduce consumption of resources?
Be clear of the end-result and then only conduct the training programme. Otherwise, do not conduct that training at all.
If improving productivity is a challenge, then have you measured the following:
f) Cost of Quality
g) Cost of Poor Quality
h) Productivity yield
i) Quality Productivity Ratio (QPR)
If you have not measured the above, then no amount of training is going to help you. First measure the above and things will start falling at its place. For further discussion, feel free to contact me.
23rd November 2018 From India, Bangalore