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Train the Trainer Conference Phase 3 MyFloridaMarketPlace Utilization Support Training Concepts PowerPoint Presentation
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Train the Trainer Conference Phase 3 MyFloridaMarketPlace Utilization Support Training Concepts

Train the Trainer Conference Phase 3 MyFloridaMarketPlace Utilization Support Training Concepts

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Train the Trainer Conference Phase 3 MyFloridaMarketPlace Utilization Support Training Concepts

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  1. Train the Trainer Conference Phase 3MyFloridaMarketPlace Utilization Support Training Concepts November 7, 2013

  2. Training Concepts Objectives

  3. The Value of Training • Planning Training • Training Channels • Training Administration • Develop Training • Training Delivery • Training Continuous Improvement Agenda

  4. Why Develop Training? • Knowledgeable employees make fewer mistakes and this helps reduce operating costs. • Training programs demonstrate that agencies are interested in their employees' professional development or skill enhancement. • Employees reciprocate with loyalty. It creates the reputation of a great place to work and results in less absenteeism. • Reduce employee turnover as trained employees can grow within the agency. • Increase motivation, job satisfaction and morale among employees. • Training instills pride in the agency’s work.

  5. The Cost of not Training • According to the society for Training & Development: • 41% of employees at companies with inadequate training programs plan to leave within a year versus 12% of employees at companies who provide excellent training and professional development programs. • A company will lose 10 to 30% of its capabilities per year without a consistent skills development plan. • By year three, an organization has retained only 41% of its original capabilities, dwindling to 24% by year six. • This is mostly due to employee movement, process changes, technology changes.

  6. Value of Training • More than 60% of Companies believe that the skill of their teams is the most important success criterion for critical operation functions. Companies in the top quarter in training expenditure per employee per year ($1,500 or more) average 24% higher profit margins than companies that spend less than that (According to HR Magazine). • Key success factors for critical operations functions:

  7. The Learning Chain • Learning chains are designed to make learning more actionable with your organization’s processes and individual job roles. • Content, be it in the form of a formal class or a piece of information, must be simultaneously availableand appropriateto a set of potential problems. • If the solution is believed to be available and appropriate, it is more likely to be accessed. • If it is accessed, it is more likely to be absorbed. • If it is absorbed, it is more likely to be applied. • If it is applied, it is more likely to drive individual performance and execution of business processes. Benefit to Organization Available Appropriate Accessed Absorbed Applied Benefit to Individual

  8. Value to the State of Florida • Agencies are having to do more with less, increasing effectiveness is key. • Skill development and training programs can impact effectiveness through: • Increased productivity and performance improvement. • Improved organization satisfaction. • Increased employee morale and retention. • A skill development and training program can be developed using cost effective methods. • There are negative impacts and cost incurred due to a poorly implemented skill development and training program.

  9. The Value of Training • Planning Training • Training Channels • Training Administration • Develop Training • Training Delivery • Training Continuous Improvement Agenda

  10. Planning Training - Overview • To fully capture the value of training, agencies should develop a training plan that matches employee preferences to training modalities and training needs. • The training plan should include an instrument to measure the return on investment in categories such as productivity gains, improved customer service, compliance and increased employee morale/retention. • Trainers and training development teams must be well trained to ensure support. • Executive mandate may be required to ensure a successful training deployment.

  11. The Training Plan • Training Objective • Highlights program activities and provides executive summary. • Training Goals • Documents key goals of the training plan. • Training Team • Identifies training team and defines role and responsibilities. • Training Schedule • Provides high level training schedule. Detail tracking will take place in the training & registration tracker. • Training Development • Defines any training development or updates to material required. • Highlights key dependencies and provides high-level timelines.

  12. Demo – The MFMP Training Plan & Calendar

  13. Putting Together The Team • Training Management • Assess training needs. • Develop training plan. • Manage training effort, development & delivery. • The Trainers • Function as subject matter experts. • Assist in training development and planning efforts. • Deliver training. • Key Stakeholders • Participate in training planning sessions, providing input on program area needs. • Contribute to effort by working with training management to collect process improvement data.

  14. The Training Approach The training approach aims to provide comprehensive and targeted training to organization resources while at the same time minimizing the need to develop or participate in unnecessary training. DefineRoles and Responsibilities Develop Competency Model Align Training Plan Deliver and Monitor Learning Looks at the effectiveness of the learning initiative during delivery and can improve the training approach. Identifies the capabilities and attributes to be demonstrated by competency level. Links Roles and Responsibilities to competency levels and outlines a map for delivering training. Provides a bucket of roles, responsibilities and functions around which the training plan is built.

  15. Developing a Competency Model A competency model identifies the core skill and the expectations for each skill per level. Below is an example for competency expectations regarding procurement tools.

  16. Mapping Competencies to Groups With the user groups and the competency definitions identified, the next step is to map them together. For each user group and competency the Training Plan Team should identify what level a user needs to achieve.

  17. Aligning Learning Solution After the competency model is completed the training plan can be aligned to learning assets. Example Learning Assets In-Person Training Job Aids Office Hours

  18. Training Delivery and Monitoring Metrics should be derived to determine training effectiveness. The metrics will assist the Training Team in adjusting training during the year and planning for the next training cycle.

  19. State of Florida Training Plans • If you have regional offices, look to include local resources as part of the training team to minimize travel costs. • Ensure you have an adequate number of trainers for the number of users and competency gaps you have identified. • Make sure training plan focuses on training related to your Agency’s identified procurement priorities. • Utilized MyFloridaMarketPlace provided training channels as part of the training plan to minimize development and training delivery on Agency resources.

  20. Exercise – Roles, Responsibilities & Competencies • Break class up into groups • Each group will be given a “role” and a competency (i.e. Purchasing Agent, Contract Administrator, Invoice Reconciliation). • Have each group define a set of expectations for basic and advanced resources. • Have a spokesperson share with the group.

  21. The Value of Training • Planning Training • Training Channels • Training Administration • Develop Training • Training Delivery • Training Continuous Improvement Agenda

  22. Training Channels

  23. In-Person Seminars Disadvantages Highly trainer dependent. Requires the availability of subject-matter experts to deliver. Must be delivered multiple times and at various locations. Requires prerequisites that ensure that all participants are at the same level and a pace can be set for the delivery of the course. Sustainability of the training is highly people dependent. Advantages Integrates business rules, processes and system transactions. Creates an interactive environment that promotes questions and discussion around training topics. Easily adaptable based upon instructor observation of participants. Recommended for covering complex subject matter.

  24. Online Self-Paced Advantages • Highly efficient method of training for web-based applications • Can be taken at point-of-need, wherever users are located • Maintenance is streamlined; content is updated easily • Flexible navigation and strong search capability allows users to access specific information • Decreased reliance on trainers Disadvantages • Requires users to have access to updated PC, modem, web access, etc. • Higher development ratios than ILT (more detail needs to be built-in) • Requires more robust technical architecture & infrastructure • Requires users to have web proficiency • Users need to be self-motivated and proactive to complete learning

  25. Webinars Disadvantages Highly trainer dependent. Requires the availability of subject-matter experts to deliver. Must be delivered multiple times and at various locations. Reduced interaction with participants. Sustainability of the training is highly people dependent. Advantages Integrates business rules, processes and system transactions. Allows instructor led training across a broad geographic area. Leveraging In-Person seminar training material reduces development and update time. Can be recorded and distributed to additional users.

  26. One on One Coaching Advantages • Creates an interactive environment that promotes questions and discussion around training topics. • Allows for rapid and thorough knowledge transfer. • Supports the building of relationships and trust. • Ideal for small audiences. • Very personable. Disadvantages • Requires more time to deliver. • Requires the coach to have knowledge and expertise. • Not consistent (no training data in the system to structure the discussion).

  27. Office Hours Advantages • Allows unlimited practice. • Allows users to use a production-like system without fear of the consequences of errors. • Great to set up fake error scenarios that participants need to troubleshoot. • Great for review after initial training. Disadvantages • Not always consistent (no guides or training data set up for a specific purpose). • Users may have varying levels of proficiency before using. • Desired data may not be available. • May not be suitable for large numbers of users simultaneously . • Refreshes may not be possible. • Can be expensive to set-up a separate environment.

  28. Job Aids Advantages • Simple, quick and easy to use. • High accessible for referencing at point of need. • Flexible approach to cover wide range of needs. • Leverages knowledge of the experts and reduces the reliance on their support. • Very user friendly. Disadvantages • Does not provide a platform for Questions & Answers. • Not appropriate for complex tasks. • Requires reproduction and distribution and is more difficult to maintain.

  29. Exercise – Q&A – Training Channels • What would be an appropriate channel for: • Rolling out new purchasing policy and procedures regarding Purchasing Cards across an agency in several locations? • A refresher on agency specific fields and values for requisitions for all users? • On-boarding new employees in MyFloridaMarketPlace? • Providing assistance on managing agency specific contracts?

  30. The Value of Training • Planning Training • Training Channels • Training Administration • Develop Training • Training Delivery • Training Continuous Improvement Agenda

  31. Scheduling & Communication • At the beginning of each month arrange and confirm the next month’s (or quarter’s) training according to the plan. • Consider room reservations far in advance. • Reserve conference rooms for seminars • Ensure a computer lab is available for workshops • Reserve a quiet space for webinars • Office hours may require a different type of room depending on goals • Consider the days. Mondays and Fridays may not be the best days. • Training times – mornings are often better with less distractions.

  32. Sample Training Tracker The MyFloridaMarketPlace team uses an Excel spreadsheet to track courses and attendance metrics.

  33. Registration • There are several tools you have access to that can be used to support registration and tracking for your training. • Free online tools like survey monkey can be used to manage registrations. • Excel can track scheduling, locations, and registration information. • Place the document where it can be accessed by the training team to make coordination simple. • Use outlook to send calendar appointments to registrants. • Communicate trainings via email and internal agency messaging solutions. • Use a shared email for training registration replies and confirmations.

  34. Demo – Survey Monkey for Registration Management • Survey Monkey can provide free, self-service registration management • Once created, easy copy of past registration reduces setup time. • Agency users can register themselves, reducing training management overhead. • Cancellations have to be managed by the training registration owner.

  35. Training Process & Procedures • Develop training process and procedures to make training management easy. • Define monthly/quarterly procedures • Define activities per training • Build communication templates • Determine a cancelation threshold based on registrants vs. maximum course participants. Send reminders or cancelations notices at least 24 hours in advance. Develop a process and procedures document.

  36. Demo – Training Communications & Procedures • Training course checklist • Communications • Things to consider

  37. The Value of Training • Planning Training • Training Channels • Training Administration • Develop Training • Training Delivery • Training Continuous Improvement Agenda

  38. Development Approach To ensure that the training course aligns with your agency’s vision and expectations, include frequent reviews of all developed materials from the training plan to the final build of the course modules. Delivery Internal Review Internal Review Internal Review Internal Review

  39. Development Approach To ensure that the training course aligns with your agency’s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules. Delivery Internal Review Internal Review Internal Review Internal Review A training plan design document will define the approach, timeline, and overview of the new material or update.

  40. Development Approach To ensure that the training course aligns with your agency’s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules. Delivery Internal Review Internal Review Internal Review Internal Review The Training outline helps organize the training and directly translates into the training material development. This is key for new material.

  41. Development Approach To ensure that the training course aligns with your agency’s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules. Delivery Internal Review Internal Review Internal Review Internal Review Before beginning course material development; build or update training templates. Be sure to refer to agency design standards.

  42. Development Approach To ensure that the training course aligns with your agency’s vision and expectations, include frequent review of all developed materials from the training plan to the final build of the course modules. Delivery Internal Review Internal Review Internal Review Internal Review Take checkpoints with overall training development team to ensure material is developing in accordance with training vision and goals.

  43. Training Content Development Training content should be organized into three phases of learning. Tell the audience what they are going to learn. Show them what they need to know. And finally, let them try it themselves.

  44. Training Content Development Tell the audience “what” they need to know.

  45. Training Content Development Show the audience “what” they should be able to “do”

  46. Training Content Development Let the audience “try” what they need to “do” • In this activity, you will use the eQuote templates to launch a quick event for special marketing campaign • Create a new eQuote project • Enter the details of your event (per the exercise worksheet) • Launch the event (this event will be used in a follow on exercise)

  47. Development Guidelines • Training Slides • Each slide should illustrate a single point or idea. • Use large, legible fonts. • Avoid “overcrowding” on the slide, to keep message from being lost. • Think about what the slides will look like if printed. • Creating Visuals • Keep the design of visuals simple. • Ensure legibility to the person sitting the farthest from the screen. • Use color with purpose, not for decoration. • Keep special effects to a minimum. • Provide reasonable production deadlines.

  48. State of Florida Training Development • Utilize existing MFMP training materials where possible to jumpstart agency specific training development. • IE: Tailor the Purchasing 101 training to your agency’s requesters and to reflect your agency’s policies. • Set up example orders, invoices, or contracts so your customers in training can practice on them.

  49. Demo – Adapting MFMP Training • Review of MFMP U Training Materials • Training materials are available for most workshops, seminars and webinars. • Material can be applied to agency templates. • Material can be updated with agency specific information or screen shots.

  50. The Value of Training • Planning Training • Training Channels • Training Administration • Develop Training • Training Delivery • Training Continuous Improvement Agenda