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Collective training is a new training and development technique that focuses on the entire organization rather than training individual employees. Collective training was developed from the Instructional Systems Design training methods developed for the Army in the 1970s. The key elements of collective training include analyses of the organizations, design of the training programs, and the development of the training programs. When analyzing organizations, the primary components include their goals and objectives, structures, and personnel. An analysis should identify organizational functions and how they are accomplished., Training the Total Organization Collective training is a new approach that focuses on 'the big picture' rather than on training for individual employees. Collective training may revolutionize the way we [...]

Properly planning on-the-job (OJT) training and development programs enhances their efficiency and effectiveness. The objectives of OJT programs include orienting and training new employees, upgrading the skills of experienced workers, and cross-training current employees. Job Instruction Training (JIT) is an OJT planning method established in manufacturing companies during World War II. The steps in implementing JIT include thoroughly analyzing each job task, showing employees how to perform a task, and explaining to employees important parts of the tasks. A survey of 127 members of the American Society for Training and Development has revealed that manufacturers are more likely to use OJT than other businesses. Of the respondents, 41% said their firms offered their trainers training on how to run OJT programs, 25% said supervisors are the most likely to receive OJT training instructions., Planned OJT Is Productive OJT On-the-job training is one of the most important components of learning in the workplace--yet it's often unplanned and ineffective. A new study looks at OJT [...]

Three training and development professionals with Training Services Australia traveled into the rainforests of Papua New Guinea's Western Province to teach group instruction methods to the employees of Ok Tedi Mining Ltd. The problems that can be encountered training in remote and primitive areas include hostile climates, inadequate facilities, and language barriers. Advice for training in such areas includes become acclimated to the environment before beginning training, become familiar with the workplace, and advise training session participants about the course., The Indiana Jones School of Instruction Picture Tabubil, a small mining town deep in the rainforests of Papua New Guinea's Western Province. To this remote site went three intrepid trainers [...]

The human resources department of New York Telephone Co. has developed a series of policy changes and training programs called The Development Partnership designed to strengthen the ability of their executives to handle their job responsibilities, especially personnel management; enhance other occupational performance; and achieve greater responsibility. The steps in The Development Partnership include an annual development cycle where manager and subordinate discuss and design a development plan based on the needs of the subordinate; on-the-job development based on specific activities agreed on in the plan; and a managerial accountability step that addresses the role of the supervisor in the development of the subordinate. The training tools used in The Development Partnership included a handbook on management skills, an annual forecast of the occupational opportunities, and classroom training., The Development Partnership: Managing Skills for the Future Management training should not stand alone. It should be a part of a total development process, with strong links to the other [...]

A series of 12 maxims for training and development practices is presented. The maxims cover areas of training that include timing, resources, and audience knowledge. Timing is critical to the success of training and development programs. Keeping programs and scheduled breaks on time demonstrates the trainers' commitment to and respect for trainees. Inexpensive or free training resources are available to training professionals such as materials from company office supplies, management guest speakers, and copyright-free handouts. The degree to which training programs can be designed to meet the needs of trainees is directly proportional to what trainers know about the audience., Training Tips Timing is everything. Begin on time. End on time. Keep to scheduled breaks. Sticking to your plan tells participants that you are mindful of your commitment to them [...]

Training and development professionals can facilitate the transition employees must make when beginning new jobs by presenting them with with opportunities for enjoyable active learning. The truths about people and training include: all people are similar, people learn by doing, and learning can be enjoyable. Nearly all people involved in the training process need to feel acknowledged and need reassurance. The elements of creating an environment that enables people to learn by doing include: making the training relevant to their jobs, using job simulations, and teaching customer relations skills. Introducing an element of healthy competition into training can make learning more enjoyable., Three Simple Principles Make a new employee feel more a part of things, so that he or she can work more effectively I have three favorite truths about human beings [...]

Occupational training techniques that combine experienced line managers and trainers can make effective use of the skills of each if steps are taken prior to the beginning of the training program to ensure it is a cooperative effort. The steps include: determining if the managers have any valid objections to the program; ensuring that both the managers and trainers develop the material; and ensuring that the manager understands that training techniques are important the training process., Partners in Training The trainee starts out for the training room. He wonders who the leader is going to be for today's program--a kid from the training department who doesn't [...]

Systems Program Development (SPD) is a program development model which gives training designers an approach to training development as a system instead of a linear series of ordered steps. The model allows program designers to: cater a training program to organizational needs; continually oversee a program; and assess program problems. Training program goals should include: using diverse training methods and media; applying adult-learning principles; and allowing time to apply and reinforce what has been taught. A successful SPD takes into account the needs of workers who will use a program, and uses a task force to pinpoint skills and competency levels required, as well as desired outcomes., Program Development for the Real World Pick up a training magazine, journal, or book, and you'll probably see an article, chapter, or section on instructional systems design. Attend a training [...]

Rapid technological changes and increasingly decentralized decision making in organizations have driven the need for employees to have skills that were once only needed at the managerial level. The types of skills that trainers should be teaching employees include: how to learn; basic competence in reading, writing, and computation; communication skills; creative problem solving; personal skills such as self-esteem; interpersonal skills; and leadership. The steps to developing such training programs include: identifying job changes or problems that have taken place, getting the support of labor and management, conducting a task analysis, designing and developing a curriculum, and implementing the program. The basic skills training program at Mazda Motor Manufacturing (USA) Corp., Workplace Basics: The Skills Employers Want In Washington, DC a small architecture firm hires a training consultant to teach its staff how to communicate better with clients and with each [...]

Human resource development professionals who work in direct contact with senior managers must learn to take an executive perspective when giving advice to executives. Top executives look for the following qualities when selecting people to advise them: the ability to listen; the conviction to suggest ideas and interpret events; the ability to give feedback regarding the facts and the feel of a situation; the ability to inspire by applying common sense to solve problems; trustworthiness; and understanding the financial aspects of time.

Board games have been effectively developed and used in occupational training programs, and often are used to summarize the information gathered and presented at business meetings and conferences. The steps in designing a board game for use at business conferences and meetings include: making a frame; devising the content; and deciding on and printing the rules., A Game Plan There's a 'little world' that only a board game can bring, the world inside the case study. Board games are being used in training programs and as [...]

Experts serving as trainers can facilitate group discussions by assuming the role of a participant instead of that of a leader. The techniques for assuming the role of a participant and enhancing the quality of discussions includes: telling groups the reasons for the discussions; communicating to the groups that the conclusions reached by them will be better than those arrived at by any individual involved; and providing participants with positive reinforcement for their contributions., Experts as Trainers The content report steps to the front of the classroom as trainer. She introduces herself and the topic, and explains that the training will be in the [...]

The way in which a training session is ended can be as important as the beginning. A conclusion allows the trainer and trainees to express their appreciation for the work that they have put into the training session; this in turn helps to generate positive feelings about the session while reducing any negative feelings. A strong conclusion also allows the trainer to summarize and review the material covered in the training session. Trainers should allow enough time for a conclusion, conduct exercises that help participants assess the progress that they have made, and use the conclusion to help the students make the transition from classroom learning to real world application of the material covered., Endings: Bridges to the Future As a business writing trainer, I am constantly drilling my workshop participants on the importance of organizational structure: all correspondence must have a beginning, a [...]