On-the-Job Training Program Welcome the group to the session. Introduce yourself…name, role, etc. Express excitement for being there, as well as having the group (person) join you. Presented by: National Pork Board

Agenda The value of training for all employees The value of training for swine operation employees Why you should review your operation’s training efforts How National Pork Board can help The pay off for you Review the bullet points above, adding any additional personal comments.

Employee Wants Salary Increase as a Reflection of Work 46.4% Better Communication 34.2% More Personal Recognition from Employer 32.4% Fewer Hours 29.3% Improved Benefit Package 22.1% More Opportunity for Advancement 19.4% Better Working Conditions 11.7% More Training Opportunities 10.4% More Challenge and Responsibility 8.1% Clearer Defined Work Plan 7.2% Other 6.3% Let’s start our discussion with this table and information. This study was done by National Hog Farmer and National Pork Board. It was done in 2005. The results are listed here. It shows what employees are looking for from their employers to maintain job satisfaction. Are there any surprises for you? If so, which one(s)? I use this to introduce why we and you should consider what you are doing, or could be doing, relative to on the job training in your organization. As you can see from the table, employees appreciate opportunities for advancement, more training opportunities, more challenge and responsibility, and more clearly defined work plans. When you total these items, they are almost as important to employees as the top ranked item. These four items can be addressed by an on-the-job training program. Additionally, you may make improvements in areas like “better communication” and “more personal recognition from the employer” simply by clearly defining your training program.

Employee Perspective What am I getting into? What am I supposed to do? How am I supposed to do the job? Will I have a chance to learn what to do? Will I fit in? How does this company work? Is there a future with this company? Will they respect me if I do a good job? Are the pay and benefits worth the effort? Through our research, we have found the list of items show here to be concerns new employees have about getting into the pork industry. Notice the correlation between the comments and the study we just reviewed. Yes, there is concern about salary. However, look at all the items related to training, advancement, responsibility, and challenge! A good on-the-job training program that addresses many of these items may help offset salary concerns. And what about the current employees of our operations…what are we doing to be sure we address their needs? We, at the National Pork Board are reviewing what we can do to retain workers…especially in entry level positions…and help those workers do the best job they can.

Purpose of the Program To increase structure and rigor with on-farm training programs by: Providing generalized standard operating procedures (SOPs) Planned training activities Regular performance feedback tools Recommending practices that can be adapted and implemented in any operation We have found that to have a successful swine operation, you must have workers who 1) know what to do and know what is expected of them and 2) have the knowledge and skills to complete those work procedures consistently and accurately. Putting appropriate training practices in place ensures that every employee learns how to do his/her job the way you want it done—regardless of who trains the employee. The On-the Job Training Program helps to accomplish this mission by providing structure and rigor to your farming operation through the use of generalized standard operating procedures, planned training activities, regular performance feedback tools, and practices that can be adapted and implemented to fit any operation.

Tools in the OJT Package Planning Teaching/Implementing Evaluating Owner’s Implementation Guide Standard Operating Procedures (SOPs) Training Checklist, Skills Assessment ,and IDP form Detailed job descriptions Trainer’s Quick Reference Guide Skill Assessment Scoring Guide Training Calendar PQ A Plus Training Materials Performance Appraisal Form TQA Training Materials Workplace Safety Materials Additional Training Materials The OJT Package includes a variety of tools for planning, implementing, and evaluating a structured on-the-job training program in your organization. Let’s spend a few minutes talking about the tools available for each phase of the program.

Planning Tools Owner’s Implementation Guide Detailed job descriptions Training Calendar The OJT Package includes several planning tools to help you get an on-the-job program set up at your organization. The Owner’s Implementation Guide provides a detailed overview of all the tools in the program, as well as best practices for adapting them to meet your needs. It includes recommended planning, implementation, and evaluation activities. Additionally, suggested meeting agendas and procedures are included as Appendices to guide you through each activity. Detailed Job Descriptions (Are we including these?) Training Calendar outlines a recommended calendar of what, how, and when training topics should be covered. Like most of the tools in the package, you may choose to adopt parts of the calendar and not others, or you may choose to add your own training activities to it. The calendar simply provides a starting point to help you get organized as you think through how to launch the program in your organization.

Teaching/Implementation Tools Standard Operating Procedures (SOPs) Trainer’s Quick Reference Guide Training Materials PQA Plus TQA Workplace Safety ….and more! The On-the Job Training Program includes the following resources that can be utilized and tailored to meet the training needs of your operation: A standard operating procedure (SOP) is a written document or instruction detailing all steps and activities of a task for a specific job role or activity. SOPs are designed to improve the quality and efficiency of pork production practices and should be carried out without any deviation or modification to guarantee the expected outcome. SOPs should be regularly updated to ensure compliance with current work practices and any government regulations. (**Consider mentioning the “customization” that is available with the SOPs…so that they meet the operation needs to the person[s] in the session.**) The Trainer’s Quick Reference Guide is a two-page overview of best practices to use when training an employee. The Guide includes directions for implementing the Prepare, Tell, Show, Do, Review training process, as well as an example of how to use the process when teaching SOPs. (**Consider mentioning many times the person who does the training in an operation is someone who has not been trained to be a “trainer.” This tool will assist the novice as well as the experienced.**) PQA Plus Training Materials- The Pork Quality Assurance Plus was designed to enhance producer knowledge and understanding of two main elements - food safety and animal well-being. Food safety and animal well-being have become concerns for consumers, both domestic and foreign. These materials will help address these issues with your employees. Transporter Quality Assurance Training Materials- The Transporter Quality Assurance Program was designed to enhance producer knowledge and understanding on topics such as handling, loading/unloading, fitness of pig, maintaining biosecurity, emergency response plans, laws and regulations, and general transporter best practices. Workplace Safety Materials- The safety materials were developed to guide producers and employees on issues related to occupational safety and regulations. Additional Training Materials –you can incorporate your own training materials into the program as well.

Evaluation Tools Training Checklist/Skills Assessment/IDP form Skill Assessment Scoring Guide Performance Appraisal Form The Training Checklist, Skills Assessment, and Individual Development Plan form is provided for Safety procedures as well as for each phase of production. This form has three purposes: Training Checklist: Trainers can use it as a checklist to ensure that they are providing all employees with training on standard operating procedures and other tasks related to the employee’s position. Trainers can document the training start and completion dates on the form. Skills Assessment: After training is completed, trainers can use the form to assign skill ratings for each task an employee is required to complete on the job. During scheduled assessment periods, trainers will observe an employee as they do each task, and then determine whether skill gaps exist. Gaps will be noted on the form. Individual Development Plan (IDP): Finally, trainers can use the form to record specific steps an individual should take to improve his/her performance in areas where deficiencies were noted. Trainers will provide a copy of the completed form to the individual, who will be required to use it to guide their own individual development between formal skill assessment periods. The Skill Assessment Scoring Guide is a set of scoring criteria for trainers to use during training and/or skills assessment. The Skills Assessment Scoring Guide provides a competency, or skill definition—the expected performance level for the Stockperson position in production skills—as well as three levels of proficiency. Each task on the SOP Training Checklist & Skill Assessment must be assigned a proficiency rating based on the criteria of this guide. Employees are provided with the scoring guide ahead of time to help them think about how their performance will be judged at skill assessment time. The goal is to encourage employees to take ownership of their own growth and development by taking steps to ensure they know how to achieve proficiency on every task by skill assessment time. The Performance Appraisal form is used during the performance appraisal discussion to guide the conversation with the employee, highlighting those things that have gone well during the pre-established performance period, as well as those things that need to be corrected. If feedback and coaching are done on a regular basis, there should be no surprises for the employee.  Specific skill level information from the Training Checklist, Skill Assessment and Individual Development Plan may be transferred to this form or attached to it as an addendum. Employees are encouraged to make appropriate notes of their performance and share those with their manager (and/or farm manager, and/or trainer) during the performance appraisal discussion. The goal of the performance appraisal is to evaluate past performance and encourage employees to take ownership of their own growth and development to contribute to future performance.

Setting up an OJT Program What’s Involved? National Pork Board (NPB) recommends using the following Change Management Model to help you manage the development and implementation of your own on-the-job training program. The Owner’s Implementation Guide provides recommended planning, implementation, and evaluation activities and guidelines to help you get started. Working methodically through each part of the model will ensure that you complete the essential activities for successful change. It’s important to note that this model is intended to provide a snapshot of an “ideal” process for ensuring buy-in within the organization. Feel free to review and customize the model to fit the needs of your organization. Let’s walk through each section of this model so that you understand what it will take to get a successful on-the-job training program set up for your organization.

Step 1: Plan/Prepare Let’s walk through what occurs during Step 1—Plan/Prepare.

Step 1: Plan/Prepare Activities Time Investment Stakeholder Kickoff Meeting Strategic Planning Meeting Tactical Planning Meeting Customizing Generic SOPs Train-the-Trainer Time Investment At least 24 hours (key stakeholders) At least 12 hours (trainers) Planning and preparing for change begins with creating buy-in among the key stakeholders in your organization. Stakeholders are the individuals or groups with the power to determine whether a change will (or should) occur. Thus, it’s important to bring them together early and gain their support and commitment. These items require input from Key Stakeholders (Owners) and Change Agents (Vets, Trainers, Consultants…possibly farm managers) (**Be prepared to define Key Stakeholders and Change Agents in layman’s terms, depending on the audience.**) Key Stakeholders should plan to spend a minimum of 24 hours of time over a period of time, doing planning and preparation activities. Depending on where your organization is relative to these areas, the time could be less. Trainers should plan on about 12 hours in Step 1.

Plan/Prepare: Stakeholder Kickoff Participants Key stakeholders (top decision-makers) Purpose Identify the need for change in the organization Discuss the anticipated effects of change and how change will be measured Address resistance among key stakeholders Explain the importance of making a commitment to change Identify “change agents” who will help implement the change (trainers, vets, consultants) You can start the gathering support for an on-the-job training initiative by planning and scheduling a kick-off meeting to introduce the OJT program to the key stakeholders in the organization. Refer to Appendix A in the Owner’s Implementation Guide for a detailed agenda you can use to guide you through the meeting. The purpose of this meeting is to: Identify the need for change in the organization Discuss the anticipated effects of change and how change will be measured Address resistance among key stakeholders Explain the importance of making a commitment to change Identify “change agents” who will help implement the change (trainers, vets, consultants) Participants: Key stakeholders in the organization (top decision-makers) Anticipated outcomes: Agreement among stakeholders on the changes to make and the expected outcomes of those changes (measurable objectives and evaluation plan) Documented roles and responsibilities of key stakeholders in the change process Commitment from the key stakeholders to fulfill their roles and responsibilities List of “change agents” who will help implement the change Strategy session scheduled

Plan/Prepare: Strategic Planning Participants Key stakeholders (top decision-makers), change agents (if already identified) Purpose Conduct a Business Analysis Conduct a Performance Analysis Conduct a Cause Analysis Identify Change Agents (trainers, top performers) One of the key action items from your stakeholder kick-off should be scheduling a follow-up strategy session. The “change agents” (those individuals responsible for making sure change occurs) identified at the kick-off should be present at this meeting. Involving staff and outside consultants early in the planning process is an easy way to gain buy-in and increase the likelihood of creating a positive perception around the change. Appendix A in the Owner’s Implementation Guide includes a detailed agenda you can used to guide you through the meeting. Purpose: Conduct a Business Analysis to determine how these changes will improve your business results. Conduct a Performance Analysis to identify desired performance state; compare the desired state to actual performance state; identify gaps to address Conduct Cause Analysis to identify why the gaps are there—is it lack of knowledge and skills? A problem with physical resources, structure, or process? A problem with lack of communication or information? Identify Change Agents to eliminate performance gaps. Who currently performs tasks at an ideal level? Who should have input on changes to process? Who will be implementing the changes?   Anticipated outcomes: Documented roles and responsibilities of change agents in the change process Commitment from the change agents to fulfill their roles and responsibilities High-level communication, training, evaluation, and rewards plan documented Identify action items to complete in preparation for the next planning meeting Tactical planning session scheduled

Plan/Prepare: Tactical Planning Participants Key stakeholders (top decision-makers), change agents (trainers, vets, consultants) Purpose Create Training Plan Create Evaluation Plan Create Communication Plan Create Rewards Plan During this meeting, you will need to make specific decisions about how you want to use the SOPs and other tools in the program on the farm. Additionally, you will need to decide how to inform the rest of the organization about the changes, and how to evaluate whether the changes you implement are working. You may also want to consider implementing a rewards plan to create a positive perception of the new procedures among trainers and employees. Refer to Appendix A for a detailed agenda you can use to guide you through the meeting. Purpose: Create Training Plan—determine how/when to use the tools (update calendar) Create Evaluation Plan—determine how you will know if the changes are working Create Communication Plan—determine how you will inform the rest of the organization about the changes you are making Create Rewards Plan—determine how you will reward trainers/employees to sustain improvement and adherence to new policies and procedures   Anticipated outcomes: Communication plan, training plan, evaluation plan, and rewards plan established Agreement on “final” tools and commitment to implement them according to the plans established Documented roles and responsibilities of change agents and stakeholders in implementing the plans created Train-the-Trainer session scheduled

Plan/Prepare: Customizing SOPs Participants Key stakeholders (top decision-makers), change agents (trainers, vets, consultants) Purpose Conduct an analysis to determine appropriate intervention for performance gap(s) Review and adapt OJT tools to meet the organizational needs identified in the first two planning sessions During this meeting, you will need to make specific decisions about how to adapt and customize the tools in the OJT program to fit with your current practices. Trainers should be required to take on the responsibility for making SOPs align with your organization’s preferred practices, as they will need to master all the procedures in order to teach them to others. Refer to Appendix A for a detailed agenda you can use to guide you through the meeting. Purpose: Conduct analysis to determine appropriate intervention for performance gap(s) Review and adapt OJT tools to meet the organizational needs identified in the first two planning sessions   Anticipated outcomes: Agreement on “final” tools and commitment to implement them according to the plans established

Plan/Prepare: Train the Trainers Participants One key stakeholders to conduct the session; trainer candidates Purpose Set expectations for trainers with respect to: How training should be delivered How trainees should be evaluated How trainers should document and deliver feedback Data trainers should collect for evaluation purposes It’s likely that the trainers you’ve recruited to implement the tools in the OJT program do not have much training experience. Therefore, it’s a key stakeholder responsibility to ensure that all trainers know how to deliver training the way you want them to do it. This step is critical, as it will set expectations for trainers and consequently reduce variation around how training is delivered from farm-to-farm, and employee-to-employee. National Pork Board (NPB) has created a ½-day workshop to guide you through teaching others to teach. Purpose: Set expectations for trainers with respect to: How training should be delivered How trainees should be evaluated How trainers should document and deliver feedback Data trainers should collect for evaluation purposes   Anticipated outcomes: Trainers are prepared to implement training according to preferred organizational practices Trainers can objectively evaluate trainees according to preferred organizational practices Trainers can effectively report strengths and weaknesses of the program back to key stakeholders at regular intervals

Step 2: Implement Now, let’s walk through what occurs during Step 2—Implement.

Step 2: Implement Activities Time Investment Regular Feedback Meetings General Project Management Time Investment At least 24 hours (key stakeholders) At least 12 hours (trainers) During the Implementation phase, you are putting the results of your planning and trainer preparation sessions into action. To ensure that you’ve made the best decisions for your organization, you’ll want to plan regular feedback meetings with the change agents—mainly the trainers who are in charge of implementing the plan. Thus, in addition to training responsibilities, trainers will be required to meet with key stakeholders at least 4 times for 1 hour meetings (after each training phase is complete) to discuss progress, and strengths/weaknesses of programs. Key stakeholders should also plan to monitor/observe training activities weekly during Implementation. This can be considered general project management time—it’s important to follow through with this because it will help send the message that you are serious about enforcing the new processes and procedures you have developed. (amount of time TBD by organization)

Implement: Regular Feedback Meetings Participants Key stakeholders and trainers (possibly some employees as well) Purpose To implement the plans and changes agreed upon during Step 1. To collect data for use during the evaluation step of the “Change Management Model.” Implementing change involves putting the plans you’ve created during Step 1 into action and monitoring how well they are working. Monitoring should include regularly scheduled feedback meetings between key stakeholders and trainers to gather information about what’s working and what’s not for analysis in the future. This information will serve as the foundation for future changes or “tweaks” to the process you’ve already established. The first part of implementation is scheduling and conducting regular feedback meetings. The number of feedback meetings you have will depend on logistical constraints, but NPB recommends scheduling a feedback meeting that aligns with the formal performance evaluations you set on your training calendar. Refer to Appendix A for a detailed agenda you can used to guide you through conducting feedback meetings. Purpose: To implement the plans and changes agreed upon during Step 1. To collect data for use during the evaluation step of the “Change Management Model.”   Anticipated outcomes: Change agents will document positive and negative experiences to be used during evaluation. Change agents will provide regular feedback to stakeholders about implementation efforts.

Implement: General Project Management Participants Key stakeholders and change agents Purpose To reinforce new processes, procedures and policies as they are implemented To communicate changes, anticipate and address questions and concerns, and reward those supporting the changes To collect data through general observation for use during the evaluation step of the “Change Management Model.” To make sure that the changes you worked so hard to outline and plan for are being executed, it’s important to manage the change like you would any project. NPB recommends that key stakeholders and change agents do regular walk-throughs and observation activities as a gentle reminder to all employees that this is something they need to take seriously. Also, it’s a good way to gather data and information about the strengths and weaknesses of the program you’ve developed. Listening to reactions from employees as they work, or observing the program “in action” might help you determine where communication is lacking, for example. It’s important to maintain constant communication throughout any type of organizational change. Both key stakeholders and change agents play important roles in general project management: Key Stakeholders Prepare the organization for the changes you are going to make, and be sure to communicate how the changes are likely to affect different roles in the organization. Emphasize the need for change and remind employees of the benefits of successfully achieving your goals. Provide as much accurate and timely information as possible during the course of implementation. Anticipate questions and concerns as you roll out changes Reward those who support the changes. Make adjustments during the early stages of implementation when it’s necessary to ensure the process stays on track. Change Agents Provide structure and guidance throughout the change process. Encourage new expectations and behavior. Confirm the desired outcomes and promote acceptance. Document positive and negative experiences and be prepared to share them with stakeholders. Anticipate questions and concerns as you roll out changes, and provide time for employees to vent their fears, concerns, and insecurities Anticipated Outcomes Entire organization will be aware of the changes that are coming and how those changes will affect specific roles. All employees will be aware of information related to changes in a timely manner. Employees will have opportunities to voice concerns during the implementation process. Employees will have clear direction and guidance regarding expectations and behaviors required throughout the change process

Step 3: Evaluate Finally, let’s walk through what occurs during Step 3—Evaluate.

Step 3: Evaluate Activities Time Investment Evaluation Meeting At least 12 hours (key stakeholders) Evaluating change involves comparing the data you’ve collected throughout the course of implementation to the expected outcomes you projected when you initially began the project, or program. Evaluations help prove the value of the changes you are implementing, and also help you identify where deficiencies or gaps still exist. Key Stakeholders should plan to spend at least 12 hours of time during the Evaluation Phase compiling and analyzing data, making decisions, and planning to implement any changes resulting from those decisions. The data being collected and analyzed relates to the entire On-The-Job training program…what has worked, what hasn’t, improvements that could be made, changes, and more so that there is quality assurance as the program goes forward for your particular operation.

Evaluate: Evaluation Meeting Participants Key stakeholders Purpose To analyze data collected during implementation. To compare actual results of implementation to anticipated outcomes. To make informed decisions in preparation for strategic planning for the next year National Pork Board (NPB) recommends planning one Evaluation Meeting each year to analyze the data collected through regular feedback meetings and to make decisions about how to use the data to “tweak” the tools or the processes you are using. Change is constant. The “Change Management Model” will continue to help you and your organization review where you are relative to training, strategic planning, customer needs, profit and loss, new business, and more. Refer Appendix A, for a detailed agenda you can used to guide you through conducting evaluation meetings. Purpose: To analyze data collected during implementation. To compare actual results of implementation to anticipated outcomes. To make informed decisions in preparation for strategic planning for the next year Anticipated outcomes: Evaluate the effectiveness of the program based on metrics established in evaluation plan Pinpoint where strengths and weaknesses in human capital that may exist Identify who benefited most or least from the solution Determine who should participate in future initiatives Better predict the return on investment of implementing the program

NPB’s Role Help you identify: Where to start? How to move through the change model to effectively set up and implement an on-the-job program at your organization? How to use and modify the NPB tools to fit your organization? What are the benefits of doing this? My role is to help you identify where to start, and how best to assist you to move thru the entire model, utilizing the “tools” from our toolbox that I covered previously, including SOPs on how to do the various meetings, etc.

Benefits of implementing program Helps to better explain how a company works/operates Enables employees to consistently apply best practices Reduces errors on farm Decreases training time allowing employees to be more productive earlier Stabilizes workforce at the stockperson level Reduces turnover Provides more structure for advancement Provides employees a sense of a “future” with the organization Improves overall employee satisfaction with the organization Improves business performance Allows for scalability with opportunities to increase or add more farms By utilizing the On-the-Job Training program you will be able to reap many of the benefits listed on the slide. (**This might be another good place to add any “testimonials” as you get them, based on the successes you and your producers have with all or various parts of the On-the-Job Training Program.**)

Questions At this time, ask the participants if the have any questions. Indicate if/how you will follow up and what the next steps are. Thank the group for their time and interest.