Training & Development Competency Program

Training & Development Competency Program

Andrea Reid

Areid4040@aol.com

Touro University Worldwide

Introduction

By formulation of this competency training program by DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Parent Company”), the organization seeks to improve its employees’ skillsets, and performance levels within the organization. To achieve its goals is it in inherent that a thorough analysis of the organizations, is done and a detailed program is created. To develop a Training & Development Competency Program for DrewNet Group, Inc., or the (“Company”), all stakeholders i.e., CEO, HR team, departmental heads and members of staff need to understand the importance of their performance and how that impacts the sales and reputation of the organization.

Organizational values

Incorporation of DrewNet Group, Inc., values its employees and the long-range goals of the company as we strive to increase, the annual sales of the organization. The values of organizations are embodied in their mission statement, corporate vision, and vision statement. To ensure these values are entrenched in the employees, they should be documented and publicized

in the organization’s premises and website. The organizational training plans should be concise and provide a targeted set of achievable goals for all employees.

Mission Statement: To provide quality tailor-made service to meet all of our clients’ needs through impeccable service delivery and the maximization of resources available to us while ensuring growth and sustainability.

Vision Statement: To impact the lives of our clients, employees and society at large by respecting every person’s right and creation of opportunities of growth to these people.

Corporate Vision: Give clients value for their money and ensure maximization of stakeholder investment. Objectives

A Training & Developmental Competency Program must provide a clear path for employees to learn and advance and add value to the company bottom line. There will need to be a full analysis of the management teams to determine their current skills levels. Whether job-specific or broader in nature, training must be created to address the specific needs of the organization. The type of training and the delivery will be a critical part of this training process and it to consider the areas that improvement and the most effective manner to fill that skillset gap.

The training has to be sustainable and allow the company to make a profit with sacrificing the resources of the employees.

Identifying Current Skills Levels

By developing a competency model that will help identify the knowledge, skills & abilities (KSA) which are needed to perform a particular job will be a pivotal starting point. We can use a competency model to identify what specific trainings the management team will need to be able to perform more effectively within the organization. To measure current skills, it will be necessary to create and distribute surveys and assessments. Have in depth conversations with each employee, review performance reviews to determine where the gaps are and how best to create the training sessions that will be impactful not just for the session but can used in there day tasks. The training sessions will have to consider what you are selling, the market that you are selling into, the people you meet in the selling process and use what will help you sell better. If you are a managing a sales team the best results, genetically come if you allow salespeople to work their strengths; in a way is natural to them. Product development, design and production, service delivery, and the integrity of the selling company’s organization are also necessary for successful selling, and typically are outside the formal control of the salesperson, hence why internal selling is an increasingly important aspect of the modern sales role.

Training Design & Methods of Instruction

Given the newly acquired is 1500 miles away a virtual instructor led training (VILT) which a robust, secure, and reliable video conferencing platform, like zoom, is required for delivering virtual instructor led training would be the most effective to provide the necessary training.

VILT is well known as one of the fastest growing methods of internet-based learning delivery methods. It is transforming the way million of people learn, in various arenas. Companies are employing VLIT a part of a broader blended solution for training and development as a tool that can be used from various locations. It is also an equally robustly used in academia as they offered online graduate and undergraduate degree programs. For training companies, VILT can increase profitability and scalability while reducing costs and time. For learners, virtual training has been proven to increase knowledge retention and learning outcomes, whilst providing a more flexible and inclusive way of learning. If we add eLearning modules, then we will need a learning management system (LMS). If we require a large number of courses and registrations, then a training management system will provide strategic help in saving time by automating many of the course management processes. In creating an engaging learning environment, it will be necessary to use robust, secure video conferencing software and ensure your internet connection is reliable. Remove, or limit, any distractions from your environment, such as pets, posters, and photos in the background (use a virtual backdrop or blurred background if necessary), and loud noises outside. Turn your mobile phone off and mute any desktop notifications such as emails and calendar reminders. Make sure you’re well-presented and professional-looking, and your camera is centered and focused. The instructional designer should provide the instructor and employee with the necessary mechanisms to enable frequent communication and keep the content engaging and collaborative. Visuals and interactions are paramount to promoting engaging training and increases the effectiveness of the training provided via this method. The facilitators of the training should be skilled communicators in order to deliver compelling.

Constructivism is ‘an approach to learning that holds that people actively construct or make their own knowledge and that reality is determined by the experiences of the learner’ (Elliott et al., 2000). Constructivism believes in personal construction of meaning by the learner through experience, and that meaning is influenced by the interaction of prior knowledge and new events Arends (1998). Constructivism is crucial to understand as an educator because it influences the way all of your students learn. By utilizing technology in a constructivist instructional platform, instructors will be able to engage students with the materials being presented, they will be better able to engage the participants and have them work collaboratively and develop more complex thinking skills.

Measuring the Training Outcome

Each learner in the organization should be setup with a personal profile where their complete compliance training history is recorded, numbers of courses passed, completed, and pending sessions completed, score results, training deadlines. This will provide you with easy and direct access to each employee’s progress. Once you have created learner profiles, dashboards can be introduced to allow employees to track their own performance discreetly and this will provide an incentive to be leader in their growth within the organization.

Completed training and certifications must have a permanent place at the top of the list as by

ensuring the timely completion will ensure that the organization is always ready for an audit.

Striving for a high completion rate will ensure that the training is creating the desired results.

Accordingly, poor results will be a direct indication of the HRM team need

to reconsider the current training approach if the organization is to grow and increase its

profitability. Certifications and score results allow you to monitor learning progress in a

practical and measurable way. This can be achieved by administering self-knowledge checks

made up of questions designed to help employees determine their knowledge level regarding a

specific topic. The focus should be on identifying areas in need of improvement in order to adapt

future training accordingly. It will be beneficial if we added a few learners’ satisfaction questions.

For instance, what do they like about VILT compliance training, and what could be done

differently? This will make the employees feel appreciated and more engaged in the training

process. Testing employees in real-life scenarios is an excellent way to ensure that theory does

indeed, translate into real practice in the organization. So, create simulations or branching

scenarios that will test your staffer’s decision-making skills following the completion of a

compliance course. VILT training is a necessary tool for the organization, but to be absolutely

sure, that we are getting the full benefits it is imperative that the progress is tracked properly.

VILT brings the great benefit of directness in the “virtual classroom.” In other words, learners

are able to ask the instructor any question and have it immediately answered. Simultaneously,

they can communicate with each other, discuss scenarios and approaches, or even work in teams

to solve exercises. These less structured discussions among trainee employees can provide you

with qualitative data about the way VILT training affects the modus operandi of the

organization. For instance, maybe their current sales technique needs some work and

discussions allow them to gather valuable insights from a top performer.

Conclusion

For any organization to be competitive in its respective industry it is imperative that they

provide their employees the necessary tools to be successful in their assigned role within the

organization. There needs to be a through analysis of the organizations needs and areas that need

improvement and then create the team that will develop the necessary training tools,

implementation and roll of these necessary training programs to get the organization on a level

playing field. This process is fluid and has to change as the needs of the organization and the

industry changes due to technological growth.

What Have I Learned?

Creating training programs in any organization requires a HR team that is willing to put in the

time to an effective instructional tool that will be effective in that industry/organization. There

several learning theories (Behaviorism, Cognitivism, Constructivism) that can be utilized to

create these training programs. These theories analyze human behavior and provides some

guidelines or direction on what training may be effective for an organization. It however is often

necessary to create an instructional design model that is aligned with the organization core

values. I learned about ADDIE, which is the acronym for Analysis, Design, Development,

Implementation, Evaluation which is 5 step approach to create an instructional design model.

Effective training must consider the learners and instructional strategies as well as to

ensure that what is taught in the training session is transferable to the job site. Any training

design is all about creating sessions that meet the needs of your audience’s learning and

developmental needs within the organization. There is no “canned” training model that will

work effectively across various industries, each training model must be thoroughly analyzed and

structured to meet the and it must be a model that is fluid and is constantly being reviewed and

updated to meet industry requirements or standards. However, once the training is completed it

is important to document the effectiveness of the training and if trained skills are being used and

or useful in the learner’s everyday workday. (DTM: Blume et. Al., 2019).

Virtual instructor-led training (VILT) has totally changed the way in which training is

done within organizations especially those that have physical locations all over the country or for

those organizations that have a significant number of remote workers. It also allows companies

to create and modify the training for various locations and fulfill the training for each specific

location.

References

Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305-323. https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=2306&context=articles 

Blume, B. D., Ford, J. K., Surface, E. A., & Olenick, J. (2019). A dynamic model of training transfer. Human Resource Management Review, 29(2), 270-283. http://www.professorblume.com/uploads/1/0/6/9/1069884/blume_ford_surface___olenick__2019__dynamic_model_of_transfer.pdfGeri McArdle. Training Design & Delivery-A Guide for Every Trainer 3rd Edition

https://www.lessonly.com/blog/7-reasons-why-workplace-learning-and-development-is-more-important-than-ever/Peck, D. (2020, December 21). The ADDIE model of instructional design [Video]. YouTube. https://www.youtube.com/watch?v=JB6aDdq3HTI (8:41)