Making Allowances for the Trainer

Far too often one finds that the trainer of employees is forgotten about and continues to train somewhat outdated and invalid objectives to new employees within a growing organization. This is not only applicable to the human resource department, but to the various departments of head or management that lead a team of people in the business environment.

Specific reference is made to knowledge management when dealing with issues of train the trainer. The concept behind keeping the trainer up to date is about allowing individuals within the team that is being managed to access vital information to ensure that a project or a process within the organization will run smoothly. At times the manager will withhold information on a basis that he or she deems it unnecessary to share as they may consider the information to be of a classified nature. Alternatively the individual concerned may withhold this information as they believe by imparting the information that their position may become under a threat of being taken by a subordinate. By implementing a successful train the trainer concept and program the organization will ensure that this will not be an adverse outcome for the manager, and that it must be understood that the success of the company must be put first and foremost.

Inevitably a manager or head of department will be involved in a public speaking role, where the train the trainer program will benefit this individual on a confidence building and communication skills development. Train the trainer can be viewed from an organizations responsibility as well as the duties of a trainer themselves; this is due to the fact that ultimately the trainer is responsible for drawing up programs for training for the corporation.

Train the trainer programs are available in various formats, one has the opportunity of enrolling in online training tutorials as well as a host of software based programs to help with this train the trainer objective. Examples of courses that are available include new trainer courses, skills and tactics for ensuring that training sessions are effective and more specific modules that pertain to designers and developers within the computer related fields. The are also varying levels of train the trainer competencies and qualifications, and these can range from certification to specialty certification and to master trainer levels, the role and needs of the trainer would dictate the desired level and quantity of train the trainer qualifications required. Over and above the online courses one has opportunities of full time or part time studies in train the trainer activities, via the option of training diplomas and education institution based qualifications. One would have to consider the ultimate level of proficiency that one would prefer prior to undergoing a train the trainer program.

A train the trainer program, as well as mentality, will determine the value that one can add to an organization as their trainer of choice. Some organizations employ consultant trainers and the level of courses and modules completed on a train the trainer program will help make one more marketable than those not engaged in any sort of train the trainer program; this is largely due to the train the training program keeping you up to date with the latest developments and techniques within the training world.

Project Management Training, remembering the human.

It is very easily forgotten about the human element that is inherent in all business operations today, when dealing with financial targets and objectives. One tends to get caught up in papers and figures, whilst not remembering that there are people on the production lines and looking after the interests of the company from a sales, production and administration basis.

Project management training for the project manager needs to remind the individual of these human elements, and successful working with these elements will more than likely ensure a greater measure of success in the overall business process.

The process of project management training involves the programming of the project manager to effectively manage the planning and organizing phases as well as managing the resources allocated to effectively meet or exceed project timelines and deliverables. Addition aspects in project management training are the very important issues of start and completion date settings, as well as the constraints of scope, budget, time and quality.

Teaching the concept and roles of relations in the project management training program is based upon the uniqueness of each and every individual which adds a complexity to the divergent relationships established when employed upon a project. The strength or weakness of these relationships will directly impact upon the project as a whole, as a key element of communication will determine how smoothly the project will run. Poor communication and relationships will cause and adverse effect on processes, where a key problem that has been identified has been that of information retention by some team members. The project management training curriculum should express the negative consequences if not sharing information with team members, as this will have major negative influences on the project.

The Social style model, has been successful in the project management training modules, as it effectively helps to identify patterns of behavior in individuals. This highlights an individuals behavioral tendencies and is used to focus on positive traits that can be utilised in communication and business practice to obtain the best result of any given situation. The overall issue of this portion of project management training is based upon communication and how to deal with different social styles and behaviors. The social style models are primarily based upon assertive and responsive tendencies and each style or type of social behavior can be effectively enhanced to enable the individual to adapt according to a colleague or subordinates behavioral style to ensure a beneficial outcome.

When utilizing the social style model in project management training, the program or model is quite involved and not limited to what has been highlighted here. The trainer or training department of an organization is encouraged to investigate the application and develop in conjunction with effective project management training modules to produce and deliver a valid and up to date project management training syllabus. One should bear in mind the human element that must not and cannot be forgotten by the project manager, as this will impede the communication objectives and the overall project delivery functions.

Striving for results with Six Sigma Training

Six sigma training and the resulting process is not as clear cut and simple as one may think. Although this process has provided corporations countless opportunities to control costs and produce on a more cost effective basis, the management and leadership roles must never be discounted in the six sigma training and implementation phase.

Prior to undergoing six sigma training or even developing a six sigma training program, management and employees should be fully acquainted with the processes and effects of what six sigma is about and how it will benefit all stakeholders within the organization.

Six sigma training is based on the various processes of six sigma, which strive to attain near perfection in terms of quality in the organization. It is not limited to the manufacturing process, but applies to transactional and service behavior within the company as a whole.

The overall process is a data driven approach and methodology to attain as much a near perfect scenario. In the six sigma training program employees must realize the emphasis of the key elements of correctly collecting the data and the resulting statistical representation of the process and performance thereof.

Six sigma training and implementation is concerned with a quantitative description of processes, and once implemented the methodology is utilized to improve the process and the reduction of any variation or potential variations. The understanding is that a variation is outside of customer specification, which in fact can be seen as a defect, within any of the described processes.

The methodologies of DMAIC and DMADV must be comprehensively described and taught within the six sigma training modules. These processes are Define, Measure, Analyze, Improve and Control for the DMAIC process. Whilst the DMADV process entails Define, Measure, Analyze, Design and Verify. The six sigma training of DMAIC is targeted at improvement of existing processes and essentially employment of this methodology entails incremental improvement. The DMADV in six sigma training is targeted at new processes or products to attain the six sigma quality levels.

The six sigma training process should be implemented from a top down approach, filtering down from senior management to process managers and then through the structures of quality leaders, project managers and employees. The various levels of employees as described here are allocated specific titles with the processes; Quality leaders are termed Master Black Belts, followed by the black belts being the project leaders and the employees known as Green belts. The training will vary according to each allocated position due to complexity of the applications. The six sigma training program is one of the most important issues and needs the quality content and framework to ensure optimal results, as this will affect the overall organizational culture once the six sigma processes have been implemented.

The main application of six sigma training is centered on saving the organization millions of dollars and if implemented correctly will ensure that objective. Many multinational and local companies have successfully employed the six sigma training and processes and are reaping the financial rewards of these scientific cost saving processes.

Customer Service Training to build effective relationships

Organizations need to build effective relationships with their customers in order to ensure a sustainable and ongoing business practice. The employees that are dealing with the customers on an every day basis are key to obtaining a level of rapport with the customers that will ultimately determine the repeat business as well as a high level of customer satisfaction.

Customer service training needs to be kept to a relevant and current level to address ongoing day to day practices that will enable the key staff to create a positive experience for the customers dealing with the business. There are basic issues that can be addressed with customer service training, in order to build a rapport with a customer.

Customer service training should start with the overall attitude, as well as tone of all employees. This implies paying attention to body language, correct and proper use of the spoken language, and clear communication. Customer service training will address these issues in a way that applies to meeting the customer on a face to face basis or even via telephone contact. The posture and tone of the employee is reflected more so over the telephone creating either a positive or negative image for the customer on the other end of the line.

Confidence, enthusiasm and honesty are integral to the customer service training program. These issues will help the employee gain the trust of the customer which in turn will lead to a more positive and beneficial relationship. When the employee speaks with a confident and enthusiastic tone, the customer becomes aware of the professionalism, as well as the ease of dealing with the customer service department. The employee projects a sense of pride and product knowledge which in turn convinces the customer of the professional nature of the company as a whole. Whilst providing a customer service training workshop or session, the issue of honesty can never be overstated, as this is an all important aspect when dealing with the customer. A customer will sooner forgive a mistake; however when they discover that a company or individual has been dishonest can result in business being lost to that customer forever.

Customer service training of words and communication in dealing with customers can determine the level of success of these interactions with the customers of the specific business. When an employee is dealing with a customer it must be kept in mind that certain words and vagueness of communication can have very negative or very positive effects, and different emotions or responses can be evoked by specific words being used. The customer service training efforts must focus on using the correct, positive and clear words and communication methods to have the maximum impact on customers in the correct way.

Customer service training is an issue that needs to be invested in and continually concentrated on for a company to retain and build positive experiences and relationships with their valuable clients and employees. Customer service training should be focused on as much, if not more than the sales training programs and activities.

Assertivness Training MAKING REQUESTS

It can often be difficult to ask other people to do what we want; we don’t want to make a fuss- we are scared of refusal; we feel we have no real right to ask for their cooperation. However, not asking means not getting and often leads to resentment. Oddly enough, many people operate as if others have a built in crystal ball- we expect them to know what we want without us asking !

Alternatively, aggressively making demands of others can lead them to become resentful and deliberately obstructive.

The aim should be to recognise that we have the right to make requests of others and that they have an equal right to refuse. Assertiveness does not guarantee you will get what you want- it merely increase the chances.

Don’t apologise profusely for your request. The long wind up to a request implies that you feel you have no right to make it.

Be direct and to the point. If you make hints rather than requests, people are likely to be suspicious of both.

Don’t justify making the request e.g. “I wouldn’t normally ask” or  “I don’t want to be a nuisance, but …”.

Keep it short. Long winded explanations are confusing and increase the chances that you will start justifying yourself.

Give a reason for your requests if you think it will help, but be sure it is genuine and keep it brief. “My car’s in the garage tomorrow, could you give me a lift to work ?”.

Don’t “sell” your request with flattery or bribes. “You’re just the person, would you mind ?”.

Don’t play on people’s friendship or good nature.

Don’t take a refusal personally, even when the request is of a personal nature or when a work colleague is also a friend. Otherwise, s/ he might feel guilty for refusing it.

Respect the other person’s right to say no. With a personal request take no for an answer. Don’t plead or bully. With a work request, give more information and clarification, find out why the person can’t meet your request. If the answer is still no, turn your efforts to finding a workable compromise.

SAYING NO

Many people find this difficult and end up saying yes, when they want to say no (feeling guilt about refusing or giving excuses instead of the real reason for not agreeing). In contrast, others refuse requests aggressively, leaving the requester feeling guilt and upset.

The key to assertively saying no is to remember that other people have the right to ask- you have the right to refuse. At work, where the definition of your job may restrict your right to refuse, remember that you still have the right to state the difficulties the request will cause.

Hints for saying no assertively

*    Keep the reply short, avoiding long rambling justifications
*    Simply say no, “I don’t want to” or “I’d prefer not to”. These phrases are particularly useful for refusing personal requests
*    Give a reason for refusing if you want to, but don’t invent excuses
*    Avoid “I can’t” phrases as these can easily end up sounding like excuses
*    Don’t over apologise
*    Assert your right to ask for further clarification or more information before deciding
*    If appropriate, ask for more time to decide
*    If appropriate, try to find a workable compromise
*    Non verbal behaviour is important. Especially, with short replies, you   need to slow down and speak steadily and warmly. Otherwise, replies like “no, I don’t want to” can sound overly abrupt

DO

*    Remember your “rights”- to decide for yourself what you agree to, and what requests you refuse
*    Remember that the other person has rights and feelings too. Recognise and  acknowledge these needs while not losing sight of your own
*    Give a brief, succinct explanation of your standpoint IF the situation and your position allow it
*    Remember that it is also OK to say “No” without giving a reason, and without feeling guilty
*    Make your decision to agree to, or refuse, a request based on how you feel, not on what is expected of you, or how the other person thinks you should feel
*    Use the broken record technique, offering a workable compromise if appropriate
*    Keep calm, using a firm tone of voice when saying “No”
*    Remember to match your body language and non verbal communication to the words you use

Time Management Using Your Diary

Your diary has a role in your planning because that is where you allocate time to make things happen.  This is a crucial principle: if you do not allocate time to a task, it is unlikely to happen.

Time needs to be seen in perspective.  It is like a road that we travel along at a fixed rate of one hour per hour.  To plan our time we need to have a map which gives close-up detail for the road immediately ahead, but only an outline for the far distance.

What diaries do you need?
Your working diary, in whatever form, is a planning tool, in which you plan ahead for tomorrow, next week, next month or further into the future.  Ideally, it should be loose-leaf, for reasons that will become clear.

Primarily, you need to work with two levels of diary; short-term for today (with a lot of detail) and long-term for the future (less detail).  Depending on what you choose, you may need more than one type.

Diary for today
First of all, you need short-term detail about today.  For this, you could use a personal organiser, filo-diary, or a day planner.

The ideal day planner would have two main components: a diary page showing times of day (for booking appointments or fixed time items); and a page to list tasks or activities to be done.

Diary for next week/next month
Next, you need longer-term detail about next week, or next month, in which to book and keep track of appointments.

You could use your personal organiser or filo-diary for this.  However, if this diary becomes too bulky to carry around all the time, for example, when you are away from the office, you may also need to carry a small pocket version, which is your booking diary, preferably with one line per day, in which you can confirm time booked for the future.  Remember that it is a planning tool not a detailed diary.

A long-distance overview diary
Lastly, you need a long-distance overview of what is coming over the next few months, or even over the next year.  For this you want a monthly or yearly planner.  It should contain only the barest detail.

How to use them
To keep a clear overview of your time, only carry with you pages for the next few days or weeks.  Anything further ahead should go on your long-term planner.  In this way, you will not be distracted from ‘now’ time.

Now that you have your diaries, and will use them as a tool to plan your time, there are two important questions to be answered:

•    Where do I start?
•    How much detail should I put in?

Fixed Time
Fixed time is time that cannot be moved.   You will have discovered that these fixed time items happen, partly because they are fixed in your diary.

Ask yourself the question: which tasks will be more efficiently covered if I set a regualr or fixed time for them?  This list can include not only the regular and important tasks dictated from outside sources, but items that are important to you such as desk work, planning time, etc.

Flexible time
Flexible time is the time available to you after fixed items have been booked into your planner.  The things you get done in flexible time will vary considerably, depending on the priorities of the day.  You need to plan flexible time into your diary, but what use it for will be less predictable than fixed time items.  Flexible time often gets eaten up by urgent reactive tasks.

Where do I start?
Start by ensuring that any fixed time items for the coming period are accounted for, particularly those which are not very regular and therefore easily forgotten.   Then imagine that you are packing the boot of your car.

First put the big items in, and then fit the small ones around them.  This principle should guide you in planning your diary.  First plan the big items, then allocate time to the smaller ones.  At this point remember the lesson of applying the urgent/important test to your time log.  Allocate time to your important tasks.

How much detail do I put in?
If not used properly, diaries can become a cross between a scribbling pad and an A4 filled with notes.  In any case, most long-term planners don’t give you enough room to put down all the detail you need.

The answer is to put in as little detail as possible, preferably only one word and the task reference number.  All the detail should be carried over to the activities page for that particular task.  The result is a cleaner and clearer diary.  An overview, not a muddle.

What happens if an appointment moves?  You only have to rewrite the reference, not all the detail.

Be realistic
When planning a day (or week), be realistic.  All meetings can overrun; it takes a finite time to go from one meeting room or office to another.  Allow for these, built in gaps to go back to your office, or to deal with the messages that stack up in your in-tray.

Build in time for yourself.  Block off time every day for your own use.  If possible, allow no one to make appointments for you.  A lot of time can get eaten up in that way.

Desk top is often the most important task for which you should book your own fixed time.  If your job involves a great deal of paperwork, make fixed-time desk work appointments with yourself, or all that paper will just pile up.

Go with the flow
Most places of work have a distinct pattern to the day.  Allow for this pattern when planning your day.  If possible, long-term important tasks should be planned for the lull times; keep all the little tasks for when you are more likely to be interrupted, and so on.  Go with the flow of work around you; a tightly planned schedule that does not take into account the realities of working life will soon break down.  Your planning should be flexible without returning to the situation where your time was dictated by others.