Team Building and Workplace Communication For SUCCESS

Effective Communication Techniques (The TrainersDirect Management & Leadership Course)

There can be little doubt that the consequences of poor communication are costly in terms of productivity losses and detrimental effects on employees. You are in a position to prevent these types of consequences. As a supervisor or manager, you are in the “front line of communications.” The ultimate responsibility for the quality of communication within your employee group rests with you.There can be little doubt that the consequences of poor communication are costly in terms of productivity los

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C-Can’t Believe I Said That!: A How-To Guide for Effective Communication

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The Big Book of People Skills Games: Quick, Effective Activities for Making Great Impressions, Boosting Problem-Solving Skills and Improving Customer … and Improved Customer Serv (Big Book Series)

More than 700,000 books sold in the Big Book series! Always say and do the right thing at the right time! Developing the necessary skills critical to teamwork and company success—taught in a fun group format Meeting new people, developing listening skills, learning proper business etiquette, or dealing with difficult customers or coworkers are all challenges every company faces. The Big Book of People Skills Games offers a host of interactive yet engaging games you can use to

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Effective Communication with People Who Have Hearing Difficulties: Group Training Sessions

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Retreats That Work: Designing and Conducting Effective Offsites for Groups and Organizations

Retreats That Work is a practical, easy-to-use guide, full of step-by-step instructions for leading a wide variety of tested exercises. You’ll learn how to design and facilitate retreats that will keep participants energized and on-task. Campbell and Liteman know what can go wrong at a retreat and what to do about it. They know how to turn difficult situations around and how to deal effectively with conflict, difficult participants, and resistance to change. With Retreats That Work, you will too

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Differentiated School Leadership: Effective Collaboration, Communication, and Change Through Personality Type

This resource shows how an understanding of personality types and adults’ individual leadership styles helps build school teams that can collaborate and distribute leadership responsibilities more effectively.

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Effectiveness of Training

EFFECTIVENESS OF TRAINING

ABSTRACT

 This paper focus on Effectives of training. Training is the act of increasing the knowledge and skills of an employee for doing a specified job. This is done with a view to bring about improvement in an employee and thus enabling him to make his contribution in grater measure in meeting the goals and objective of the organization. Training remains as a key tool for enhancing job related performance and organization effectiveness, its value is being increasing acknowledge and changing the behavior and developing the skills, leading to performance growth.  Training is given to the employee and increasing productivity, improving the quality, fulfilling future needs, improvement organization climate and for obsolescence

INTRODUCTION                            

          Employee training is an important sub-system of Human Resource Development Employee training is a specialized function and it is one the fundamental operative functions of Human Resource Management.

            The area of industrial training which draws heavily on many Psychological Principles, has become increasingly important at all levels of organizational hierarchy in recent years. The training impacts new skills and old skills are enhanced, sharpened and refined.

            Training is the art of increasing the knowledge and skills of an employee for doing a particular job. Training is a Planned Process to modify attitude, Knowledge, Skill, behavior etc., through learning to acquire effective performance in an activity on range of activities.

            Training is a practical and initial necessity; it enables employees to develop and rise within the organization and increases their market value, earning power and job security.

            Live investment in plant and machinery, equipments etc., an organization improves its effectiveness to a large extent by investing in its HR for developing their skill, efficiency and motivation. Investments in human capital are in the form of training and management development.

DEFINITIONS OF TRAINING

          According to stein Metz Lawrence.L. “Training is Short Term Process Utilizing the systematic and organized Procedure by which non-managerial Personnel learn technical knowledge and skills for a definite purpose”.

According to Richard P.Calhoon., “The process of aiding employees to gain effectiveness in their present and future work”.

            According to Michael Armstrong, “The systematic development of the knowledge, Skills and attitudes required by an individual to perform adequately a given task or job”. According to Dales S.Beach, “The organized procedure by which people learn knowledge and / or skills for a definite purpose”.

MEANING OF TRAINING

          Training is increasing the knowledge and skill of the employee for doing a particular job. Training is a Planned Process to modify Attitude, Knowledge, Skill, behavior etc., through learning to acquire effective performance in an activity on range of activities. The Performance of Training is to develop the ability of an individual to satisfy current and future manpower needs.

Purpose of Training

 1. To increase quality and productivity

2.  To help company fulfill its future Personal needs

3.  To improve organizational climate

4. To improve health and safety of personnel

5. To address Personal growth and prevent obsolescence

6.  To develop innovativeness and creativity

7.To improve interpersonal communication, leadership and team      work.

EFFECTIVENESS OF TRAINING

          Effectiveness means producing an intended result. The effectiveness of training is very important factor. It means how effective the Training Program.

Measuring the effectiveness of training programs consumes valuable time and resources, these things are in short supply in organizations today.

            Many training programs fail to deliver the expected organizational benefits. Having a well – structured measuring system in place can help to determine where the problem lies. On a positive note, being able to demonstrate a real and significant benefit to organization from the training. So the company should follow effective training.

            Consider also that the business environment is not standing still. The competitors, technology, legislation and regulations are constantly changing. What was a successful program yesterday may not be a cost-effective program tomorrow. Being able to measure results will help us adapt to such changing circumstances.

THE KIRKPATRICK MODEL

Organizations are under pressure to justify various expenses. The training budget is, often, not exempted from this purview. There are a number of questions raised on the value derived from training programmes—both directly and indirectly. Business heads and training managers are under pressure to prove the effectiveness of training.

            The most well-known and used model for measuring the effective of training programs was developed by Donald Kirkpatrick in the late 1950s. It has since been adapted and modified by a number of writers; however, the basic structure has well stood the test of time. The basis structure of kirkpatrick’s four-level model is shown here.

Kirkpatrick Model for Evaluating Effectiveness of Training Programs

Level 4- Results    -                  What Organizational benefits resulted from the Training?

Level 3-Behavior    -           To what extent did participants change their

                             behavior back in the workplace as a result of  the Training?

Level 2- Learning    -           To what extent did participants change their

                             behaviour back in the workplace as a result of the training?

Level 1- Reaction         -           How die participants react to the program?

  Level 1: Reactions

 At this level, we measure the participants’ reaction to the programme. This is measured through the use of feedback forms (also termed as “happy-sheets”). It throws light on the level of learner satisfaction. The analysis at this level serves as inputs to the facilitator and training administrator. It enables them to make decisions on continuing the programme, making changes to the content, methodology, etc.

Level 2: Learning

 We measure changes pertaining to knowledge, skill and attitude. These are changes that can be attributed to the training. Facilitators utilize pre-test and post-test measures to check on the learning that has occurred. However, it is important to note that learning at this level does not necessarily translate into application on the job.

Measuring the effectiveness of training at this level is important as it gives an indication about the quantum of change vis-à-vis the learning objectives that were set. It provides critical inputs to fine-tuning the design of the programme. It also serves the important aspect of being a lead indicator for transfer of learning on to the job context.

 Level 3: Behavior

 At this level, we measure the application of the learning in the work context, which is not an easy task. It is not easy to define standards that can be utilized to measure application of learning and there is always this question that preys on the minds of various people: ‘Can all changes be attributed to the training?’

Inputs at this level can come from participants and their supervisors. It makes   sense to obtain feedback from the participants on the application of learning on the job. This can be done a few weeks after the programme so that it gives the participants sufficient time to implement what they have learnt. Their inputs can indicate the cause of success or failure; sometimes it is possible that learning was good at level-2, but implementation did not happen due to system-related reasons. It can help the organization deal with the constraints posed by systems and processes so that they do not come in the way of applying learning.

 Level 4: Results

This measures effectiveness of the programme in terms of business objectives. At this level we look at aspects such as increase in productivity, decrease in defects, cycle time reduction, etc.

Many organizations would like to measure effectiveness of training at this level; the fact remains that it is not very easy to do this, as it is improbable that we can show direct linkage. However, it is worthwhile making the attempt even if the linkage at this level is indirect.

It is possible for organizations to measure effectiveness for all programmes at level-1 and level-2. This can be built into the design of the training programme.

He found that it is easy to measure training programmes related to technical and functional areas at level-3 and level-4. It is not easy to do this with behavioral skills programmes. Organizations that choose to measure training effectiveness can start with the former category before moving to measuring behavioral skills at level-3 and level-4.

GOALS AND OBJECTIVES OF TRAINING   

To increase the knowledge of workers in doing specific jobs. To import new skills among the workers systematically so that they learn quickly. To bring about change in the attitudes of the workers towards fellow workers, supervisor and the organization. To improve the overall performance of the organization. To reduce the number of accidents by providing safety training to workers To prepare workers for higher jobs by developing advanced skills in them.

CONCLUSION

The training program wants to conduct in every organization because it will help the employees in developing the updates skills where by new methodology and knowledge is given together handling, analyzing them for effectively and solving organizational problems. It is therefore evident that a training method is not an end in itself but a means to achieve certain specific objective.

REFERENCE

Books Referred:

P.Subba Rao, “Essentials of Human Resource Management and Industrial Relations”, “Himalaya Publishing House”, (1996) N.Ramaswami “A Hand Book of Training and Development”, T.R. Publications”, Chennai, (1995) P.C.Tripath “Personnel Management and Industrial Relations”, “Sultan chand and sons”, New Delhi, (1978) Stephen P.Robbins “organizational behaviour” Ninth Edition

        Indian private Limited; New Delhi

Websites:

                   http://www.ihrm.org

                        http://   www.hr.com

                        http://www.icf.net

                        http://www.wekipediya.com

                         http://www.faculty.com

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Guide to Effective Sales Training

“Here is a simple but powerful rule – always give people more than what they expect to get,” writes Nelson Boswell, a British Journalist. Think of a time when a sales representative gave you more than expected. Did they have expert market knowledge, exceptional communication skills or were genuinely passionate about what they were selling? Over-delivering, as Boswell notes, is a powerful way to “wow” customers and make sales. Building an effective sales team through sales training is a way to over-deliver, increase “wow” experiences and ultimately get to a yes.

Effective sales training starts with a clear understanding of the market landscape, the brand and product’s position within it and then it’s time to build confidence, advanced communication skills and inspire the team. If you’re bringing on a newbie sales person, your focus should be understanding the market and the product or service’s position within it. If you’re bringing on an experienced sales person, your focus should be about building confidence and communication skills to build relationships and make the sale.

Bringing on a Newbie

Newbies require a “crash-course” in industry background and the company’s product or service offering within it to become experts. To make new hires market experts, try hosting a week or two shadowing program for newbies to understand the intricacies of day-to-day operations, or if you’re hiring a new sales team, have them present a competitive analysis to senior sales experts. As sales is highly competitive, turn the presentations into a competition whereby senior sales experts vote on the most thorough and effective presentation. The winning sales team could then take top client accounts or be team leaders. Or, at the end of the initial training program, host an exam that tests the sales teams’ understanding of how the company’s unique products are positioned in the market and key selling points.

Advancing an Experienced Sales Representative’s Skills

Sales people should have a baseline understanding of the market landscape, but it’s advancing their selling skills that makes them effective. Take sales training to the next level by advancing communication skills, active listening abilities and inspiring a can-do attitude. Think of great communicators, such as John F Kennedy and Barack Obama. Both men had great confidence, communication skills and actively listened to the public. The Toastmaster’s Association builds communication confidence by mandating that everyone at meetings say something to the chapter. Apply this tactic to your sales team by mandating every sales person is to discuss best practices during meetings and take questions to refine their listening skills.

As a sales person, your value is linked to your ability to establish a rapport with prospects through effective communication and active listening skills. To help make that first connection and build a rapport, imagine walking into a room of 100 of your best friends. Try having your sales team sell products to human resources or another part of the company. Dry-runs between departments can help build confidence and the ability to build a strong rapport with prospects.

Once your sales team has a clear understanding of the market, communication skills to build a rapport with prospects and confidence to sell, inspire them to have a…

To read more about effective sales training, go to Sparxoo, a digital marketing, branding and social media impact blog.

The Big Book of Conflict Resolution Games : Quick, Effective Activities to Improve Communication, Trust and Collaboration

 Make workplace conflict resolution a game that EVERYBODY wins! Recent studies show that typical managers devote more than a quarter of their time to resolving coworker disputes.  The Big Book of Conflict-Resolution Games offers a wealth of activities and exercises for groups of any size that let you manage your business (instead of managing personalities). Part of the acclaimed, bestselling Big Books series, this guide offers step-by-step directions and customizable tools that empower you to

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Effective Communication Methods – Effective Communications

There must be effective communication methods that can be a great help in achieving a successful communication. Communication is defined as the sending and receiving of ideas, thoughts or feelings from one person to one or more persons in such a way that the person receiving it understands it in the same way that the sender wants him/her to understand.

Click Here to Learn How to Communicate Effectively!

Hence it is a two-way process for which the binding force is the feedback loop. Unless the receiver gives feedback – verbal or non-verbal – to the speaker, the speaker will not be able to continue the information for too long.

To be effective the message must be clearly understood by the receivers and also the receivers should be able to supply some feedback. When feedback occurs it is known as two-way communication and is seen as the most effective form of communication. The best example of this is direct face-to-face communication as the sender can get an immediate reaction in terms of the oral reply and also importantly from the receivers body language

There are three major areas of communication. The verbal communication includes the written and spoken communications. The non-verbal area includes the body language. And the last area is listening, that have three types; active listening, passive listening and reflective listening.

Among the areas, the most important type of listening is active listening. Active listening goes beyond regular listening as the listener encourages both the share of information as well as feelings. Active Listening is the key to building relationships as it displays genuine interest. When there is a key note speaker, passive listening is appropriate. Since the speaker do all the talking and the audience is in training or education mode. Reflective listening on the other hand is appropriate when the person is worried, frustrated, confused or upset. It is about acknowledging the feeling more than the content. You reflect or echo what the person seems to be feeling.

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