Maximise your Training ROI

We humans can be lazy at times. We let projects slip and make unfulfilled promises. We get easily distracted, come up against obstacles and always manage to find more interesting things to do, rather than what we should be and have committed to doing, even though these things will take us toward our goals.

So, in order to reach one of your goals, you have recognised a need for training. You have found the right course, but how will you ensure that the learning from the course will be sustained? Many delegates will return back to the workplace, be thrown back into the routine and pressures of office life with the usual practices that they know and are comfortable with.

Train and retain: ensure you implement your knowledge

Are You Communicating with your Staff?

On a scale of 1-10, how well do you communicate with your team?
Do you communicate in a directive way, i.e. do you tell them what to do, or do you communicate in a motivational way, by asking them what they think they should do? A motivational leader or manager encourages people to think for themselves. Of course, a directive style does have its place. But if the building was on fire, this is not the time to be coming to a group decision! If you need something done in a particular way and you have an urgent deadline to meet then you need to get this across. There are ways to ask to bring your team onside, making sure they understand what needs doing and why.

What is your communication style?

Should managers operate in a pressure free environment?

One of the overarching responsibilities of the manager is to “get the job done” and creating the environment in which this work can be done effectively and efficiently is crucial.

But should this environment be pressure free?

Pressure free management? 

“Smooth seas do not make skilful sailors” the African proverb tells us. Managers want skilful sailors (effective staff) on their team – but there is a major difference between the pressure of gentle swells and the stress of tidal waves.

It is important that managers understand the difference between pressure and stress.

There is a difference between pressure and stress. Pressure can be positive and a motivating factor, and is often essential in a job. It can help individuals achieve goals and perform better.

Stress often describes both the events that are a source of pressure and the subjective feelings associated with external events and stimuli.

The Health & Safety Executive defines stress as: 'the adverse reaction a person has to excessive pressure or other types of demands placed upon them'.

This makes a distinction between 'pressure', which can be a positive state if managed correctly, and 'stress' which can be detrimental to health.

Is pressure good?
There is a direct link between performance and the appropriate levels of pressure – too little pressure results in boredom, too much results in exhaustion. Pressure must be appropriate not only in terms of volume of work but also on its longevity.

It is natural to feel under pressure at times, because of life and work demands. If the pressure is unrelenting and there is no time for recovery, negative health effects can result.

Who has the responsibility for maintaining pressure at the appropriate level?

In 1936 Kurt Lewin advocated that Behaviour is a function of both the person and the environment -  B= f  (P/E)

This clearly states that behaviour can be influenced internally and externally – the individual manages their own internal state and the manager influences the external state. So both have a part to play in creating and maintaining pressure that makes that skilful sailor.

The management responsibility
Managers must create an environment in which their people can cope. Coping means balancing the demands and pressures placed on an individual by the job requirements with the skills and knowledge required by the capable individual within that job – so well-designed, organised and managed work is vital.
It is essential that managers have an active role in facilitating and supporting staff to do their job effectively and to contribute to the success of their team and the organisation. So within the context of that role, managers can ensure they establish the following:

• Role – do people understand their role within the organisation and whether the organisation ensures that the person does not have conflicting roles? Are jobs designed to avoid conflicting demands and are the expectation of the job role clear? 
• Appropriate Demand - are the workload, work patterns, and the work environment appropriate?
• Control -  how much empowerment do people have in taking responsibility for the way they do their work 
• Support - what encouragement, support and resources are provided by the organisation, line managers and colleagues? Are people fully trained to undertake the demands of their job?
• Relationships - is a positive working environment promoted to avoid conflict and deal with unacceptable behaviour, identify or respond to issues of concern promptly and seek constructive solutions? 
• Changes - how are organisational changes managed and communicated - are people engaged in this process?
• Feedback – are there regular opportunities for feedback on performance e.g. regular 'one to one' meetings and team meetings?

The Employees responsibility
It is essential that managers ensure their people play an active role in maintaining pressure at the appropriate level by encouraging them to:

• maintain good communication with colleagues and line management structure 
• engage in discussion about  performance and act on feedback 
• raise issues of concern at an early stage and seek constructive support and solutions 
• make use of the support and training resources available 

So, should managers operate in a pressure free environment?

No – managers should operate in a pressure controlled, pressure maintained and pressure appropriate environment.

Written by David Mathieson, a learning consultant at Capita Learning & Development.

The Growing Strategic Function Of Human Resources In Businesses & Organisations.

The role of Human Resources is transforming within organisations and businesses around world. Traditionally HR has been viewed as a support function concerned with recruitment and selection processes and learning and development.

However, HR is increasingly being seen as more of a strategic function that should consider employee engagement, organisational and cultural change and performance management. There are several areas in which the HR function is developing a more strategic approach and with additional important points to consider.

The growing trend is that organisations and businesses are considering HR as a Business Partner and not just a support function. This transition requires some thought, planning and development. HR professionals in this transition must understand the difference between this and other HR roles and how to build stakeholder relationships within the business or organisation.

The strategic HR function is gaining support from the greater organisation in its role within performance management. This support is necessary for the development and implementation of organisational competencies and competency frameworks. These both lead to greater efficiencies in individual and organisational performance and talent management, areas which have traditionally been associated with line management responsibilities.

Organisations must embrace change as it happens. Change is a people business, which inevitably requires the attention and involvement of the HR function. With the recent cultural changes resulting from these tough economic times, there will inevitably have been a direct impact on how overall change is accepted. It is, therefore, essential that the Strategic HR Function understands cultural value systems and how they directly influence the way change is accepted or not.

Watch this video featuring management author and expert Dave Ulrich who talks briefly about the transformation of Human Resources and it's growing participation setting business strategy.

Please also post your comments and experiences relating to this post.