|Hundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 pages)|
Retention is best when the learner is involved. Edward Scannell, Educator
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Know that lack of training is not the only reason people cannot do what they are supposed to do. Other reasons include: not having enough resources, unclear job descriptions, misunderstanding of tasks, lack of reward or promotion, and poor teamwork.
Before deciding to conduct a training programme, you should answer these questions:
1. Is there a work deficiency? For example, are there too few immunizations, no improvements in sanitation, or mistakes in record-keeping? test staff on what they already know and can do. Don' t waste time training people to do what they already can do do not train people for tasks that they will not be allowed to do
2. Can training improve this deficency? Will the staff member be able to do something better than if he or she were not trained.
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Training is too often conducted just to fulfil an organisational requirement, such as to qualify for a credential or because it is budgeted. The best reason to provide training is to develop your staff, but only if it makes sense for your organisation.
Are you training for the right reason? Some questions for you and
other members of your organisation:
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Conduct a training needs analysis which truly represents the needs of those being trained.
The goal of training is to provide staff with knowledge and skills they don't have. To determine what skills and knowledge workers lack, you need to ask managers, employees, and clients.
Don't assume that management is responsible for knowing where all the deficiencies are. If a training is being designed to improve the skills of staff members, doesn't it make sense to ask them what skills the training should focus on? Similarly, if a training is planned in an effort to improve service delivery, then ask those who receive the service what needs to be improved.
Some tips for conducting a training needs
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If your organisation does not have a training staff then management and workers will have to be trained by outside providers. A training programme is only as good as the trainer, therefore, be cautious and thorough in your selection. Below are some tips before choosing two types of outside providers.
Before sending staff to a training
Before bringing an outside trainer inside your organisation:
Managers are expected to do everything and provide support to everyone. Quite often they do not receive training and support to help them grow and improve. Everyone needs someone to talk to. Find people who can stimulate you, give advice and ideas.
One of the side benefits of teaching is that you learn at the same time. First, you have to prepare, which requires some learning of new material, or relearning of old material. Second, you have to communicate this information to your "students," which reinforces your own grasp of the subject. Third, and most important, when you and your students discuss and debate the material, you will probably learn of different ways to look at the material, and you will learn still more.
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A "Knowledge Circle" is a way to share one's knowledge and experience with others. Short, 1-10 minute, presentations are made at these meetings to pass along tips, shortcuts, new ideas, significant findings, or any other information that would help people in the group do their job better or faster. There can be several presenters at one meeting, and they can be drawn from within or outside of your organisation. To be effective, the presentations should be followed by group discussion. Schedule your Knowledge Circles on a regular basis, say once per month, to make them a part of your routine in-house continuing education system. If and when your group runs out of useful information to share, call the Knowledge Circles off þ at least for awhile.