When you take on the role of champion of learning, identify the company’s goals for profit, productivity, equal opportunity, career development, product development, customer service, hiring, downsizing, partnering, and so on. Look at your current training—and the training that you envision—against the company’s broader goals. Look around to identify the processes already in place that support workplace learning. Ask other managers, team leaders, and supervisors for their training data. For example:
Examine the organizations or departments represented at training seminars over the last six months to see if a broad representation of groups received training. Seek out middle managers for this information. Look for fairness.
Examine attendance records at short courses run by various departments to see if there was diversity in the employees who attended these courses. Collect data on equality of opportunity represented by recent training. See training as a benefit of employment. Sit down and talk with team leaders and supervisors; ask them for their impressions of the diversity of employees that were trained. Look for equal opportunity.
Identify categories of employees and levels of employees who seem to have received more—or less—training. Get a current organization chart and find out who reports to whom, and what the job titles are. Then check the current training list of courses and types of employees who attended. Ask the personnel or human resources staff to help you out by identifying persons who did or did not get training if supervisors don’t have this information. Look for balance.
Examine the career development opportunities represented by the titles of courses given. Look at repeat enrollments in courses to see who had more advantages through training. Talk to people who got promotions shortly after attending training courses; ask them how training contributed to their career development. Talk to those responsible for hiring qualified employees to see if the current training furthers career development. Look for training that leads to quality of product and service and to competent performance.
Interview supervisors for information about the incidence of both formal and informal on-the-job learning among their organizations’ employees; ask about coaching and mentoring. Don’t forget to include self-study and e-learning at office computers on company time. Look for good examples of nontraditional learning successes.
Ask for and compare department training budgets. Check with all managers in the company for their training budget bottom line figure. Some managers might have no money allocated for training, and you’ll want to note that. Don’t worry about the budget details; just collect totals budgeted for training in each manager’s line of responsibility. Look for system consistency across departments throughout the company.
Examine the organizations or departments represented at training seminars over the last six months to see if a broad representation of groups received training. Seek out middle managers for this information. Look for fairness.
Examine attendance records at short courses run by various departments to see if there was diversity in the employees who attended these courses. Collect data on equality of opportunity represented by recent training. See training as a benefit of employment. Sit down and talk with team leaders and supervisors; ask them for their impressions of the diversity of employees that were trained. Look for equal opportunity.
Identify categories of employees and levels of employees who seem to have received more—or less—training. Get a current organization chart and find out who reports to whom, and what the job titles are. Then check the current training list of courses and types of employees who attended. Ask the personnel or human resources staff to help you out by identifying persons who did or did not get training if supervisors don’t have this information. Look for balance.
Examine the career development opportunities represented by the titles of courses given. Look at repeat enrollments in courses to see who had more advantages through training. Talk to people who got promotions shortly after attending training courses; ask them how training contributed to their career development. Talk to those responsible for hiring qualified employees to see if the current training furthers career development. Look for training that leads to quality of product and service and to competent performance.
Interview supervisors for information about the incidence of both formal and informal on-the-job learning among their organizations’ employees; ask about coaching and mentoring. Don’t forget to include self-study and e-learning at office computers on company time. Look for good examples of nontraditional learning successes.
Ask for and compare department training budgets. Check with all managers in the company for their training budget bottom line figure. Some managers might have no money allocated for training, and you’ll want to note that. Don’t worry about the budget details; just collect totals budgeted for training in each manager’s line of responsibility. Look for system consistency across departments throughout the company.
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