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Chapter-8-Training-and-Development

The document outlines a training and development module for staff at Catanduanes State University, focusing on the importance of training programs for both new and experienced employees. It details the reasons for conducting training, guidelines for developing and implementing training programs, and emphasizes the need for ongoing staff development. Additionally, it includes a template for planning a training session aimed at improving customer service skills in a call center setting.

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8 views

Chapter-8-Training-and-Development

The document outlines a training and development module for staff at Catanduanes State University, focusing on the importance of training programs for both new and experienced employees. It details the reasons for conducting training, guidelines for developing and implementing training programs, and emphasizes the need for ongoing staff development. Additionally, it includes a template for planning a training session aimed at improving customer service skills in a call center setting.

Uploaded by

krysteltorres0122
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Republic of the Philippines

Catanduanes State University


COLLEGE OF BUSINESS AND ACCOUNTANCY
Virac, Catanduanes

Module on Training
and Development

VANESSA M. DELA CRUZ, LPT, CHRA


Instructor I
Development and Implementation
of Training
OBJECTIVES:
• Explain the reasons in conducting a training program
• Discuss the guidelines in developing a training program

REASONS FOR RUNNING AND WHEN TO RUN A TRAINING PROGRAM

Reasons for Running a Training Program

New Staff Members

1. It shows the employees that the organization is serious about what it does, and therefore
encourages them to be serious about it too.
2. It makes them feel that the organization is supportive of them.
3. Having the proper training boosts their confidence in their ability to do their jobs.
4. A training program can help to convince new staff members of the value of the organization’s
philosophy and methods.
5. It enlists them as “regular” in the organization by giving them a vocabulary and way of looking
at their work similar to those of others in the organization.
6. It shortens the time needed for them to become competent at their jobs.
7. It reduces their need to ask other staff for advice or information, and thus increases their
independence and decreases the drain on other staff members.
8. It greatly diminishes the chance that they’ll make mistakes that cost the organization in
prestige, public relations, credibility, lawsuits, or money.

Experienced Person Staff


1. It helps them to become continually more competent at what they do.
2. It increases their knowledge of the field by introducing them to the latest research and theory,
and can expose them to new ideas which ultimately may improve their own effectiveness and
that of the organization.
3. By keeping them from becoming bored and stale, it helps them to maintain interest in and
enthusiasm for their work.
4. It can expose them to other practitioners with different and perhaps better methods.
5. It gives them one more reason to stay in the organization.

6. It keeps the organization as a whole dynamic thinking, growing, and changing. A dynamic
organization is almost always s healthy and effective one.

A good ongoing training program for all staff increases organizational effectiveness and keeps it
increasing, rather than allowing the organization to stagnate.

When to Run a Training Program

A well-planned training program should run all throughout the life of the organization.

New staff – as soon as possible after they are hired.

Staff development – should be schedule regularly (monthly, weekly, or bi-weekly) which can be in
the form of half-hour presentation at a staff meeting or as formal as a workshop.
Professional development – can be arranged by the staff themselves or by the organization.

DEVELOPING AND IMPLEMENTING A TRAINING PROGRAM

Developing a Training Program

1. Define needs and goals


a. Define the needs of the company by identifying weak areas
b. Define short and long-term goals of the company and identify possible training to meet those
goals
c. Develop individual training modules based in the defined needs and goals. Training may be
purchased or developed internally

2. Identifying employees and planning


a. Plan training by identifying individuals or groups likely to benefit,
b. Create a spreadsheet with each employee’s name on the left column, and individual training
modules across the top row. Use color-coded boxes next to the employee names under
the training modules they are required to take. Once the employee fulfilled the training, the
trainer will place a date on the colored boxes. This sheet is called a “training matrix” and
is useful for tracking purposes.
c. Plan a regular training schedule that will satisfy training needs within a specified time frame.

3. Implementation
a. Implement training modules in the order of importance. If customer service or time
management are major issues, roll out those training first.
b. Use a professional trainer or experienced employee whenever possible.
c. Use multi-media tools like slide-shows, white boards, and videos. Quizzes, Question &
Answer sessions, games or role playing are also used.
d. Create an employee feedback form to rate the training and collect commends and opinions
as to the effectiveness of the training session.
e. Make training a part of every new employee’s orientation

Implementing the Training Program

Training implementation – to put the training program into effect according to definitive plan or
procedure.
- Includes delivering of training material and the actual training itself
- Associated activities include clarifying training materials, administering pre-test and post-tests,
and conducting the final evaluation
- It also includes administrative details such as copying, scheduling activities, taking attendance
data, and other similar activities.

Training implementation can be segregated into two segments:


1. Practical Administrative Arrangements – before the training starts, a checklist is prepared which
checks if the staff support, course content, equipment and facilities are ready
2. Carrying Out the Training – the trainer must be prepared mentally and physically. The trainer
prepares the materials and activities in advance.

TRANSFER OF TRAINING

- The practical application of what was learned in the program


- Proof that training is effective
- The transfer must be visible or tangible enough to conclude that a transfer of learning is made
ACTIVITY FOR CHAPTER 8
Development and Implementation of Training

NAME DATE

COURSE/YEAR/BLOCK SCORE

Direction: Provided here is a template for planning a training for new team members in a call center
on how to handle challenging customer calls more effectively. Key points are given in the template.
Develop a training plan using this template being the trainer.

Key Points Training Time Learning Check


Aids Tools
Introduction
Open Session
Introduce trainer, outline
structure, and explain the
background.
1. Employees need to be able to
handle difficult customers
confidently.

2. When customers feel that they


haven’t had a positive
interaction, they are more
likely to with suppliers.
Main Session
Run through the full call process:

1. Answer call and determine


customer needs.
2. Gather customer information.
3. Analyze customer’s emotion.
4. Present solutions based on
customer’s needs.

Conclusion
Summarize practical methods of
handling difficult callers
Wrap-up questions
Evaluation

Note: Copy the template in a separate sheet and answer the activity. Your output will be submitted in
hard copy (either printed or hand written) on December 16, 2024 together with all the other outputs in
this course.

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