1. Workplace Training 2011 - John Mc Donald Training through instruction & demonstration Learning outcomes – February 2011 At the end of the session learners will be able to: Define training and development terms Identify the framework of the national training agenda Define and discuss COMPETENCY Discuss competency-based training Identify the steps in the Training Process Discuss the role and responsibilities of supervisors in the training process

2. Workplace Training 2011 - John Mc Donald Glossary of training terms  Affective  Brainstorming  Cast study  CBT  Cognitive  Competency  Competency standards  Facilitator  Feedback  icebreaker  Learning contract  Mentor  Networking  Outcome  OHP  Reinforcement  RPL  TNA  Trainer  Workshop

3. Workplace Training 2011 - John Mc Donald What is the national training agenda? Why has Australia experienced significant social & economic changes over the past 10-15 years?  Shift in demand from agriculture to manufacture  The growth of the service industry  The increase in women in employment  The increase in part-time work & reduction in full-time work  An aging skills base  The move to computer based work  Increased mobility between workplaces and industry  The lack of a national model  Social changes in attitudes and values

4. Workplace Training 2011 - John Mc Donald What is competence?  Workplace competence is a mixture of attributes (such as skills, knowledge, attitude values and ethics) and the tasks which need to be performed in a particular occupation or work role  Competence cannot be observed – it can only be inferred from performance

5. Workplace Training 2011 - John Mc Donald What is a competent workplace performance? This includes the ability to:  Perform at an acceptable level of skill  Organise tasks – task management skills  Respond and react appropriate when things go wrong – contingency management skills  Interact appropriately with others in the workplace – job / role environment skills  Transfer knowledge, skills and attitudes to new situations – ability to transfer skills

6. Workplace Training 2011 - John Mc Donald What attitudes and values contribute to competent performance?  Efficiency  Persistence  Reliability  Customer focus  Adaptability  Flexibility  teamwork  Concern for ethics and quality  Responsibility for own work  Attitude consistent with equal opportunity  Concern for health and safety

7. Workplace Training 2011 - John Mc Donald What makes competency- based training effective?  Use learner-centered training methods  Focus on the needs of the learner and workplace  Be flexible  Never restrict training to task skills  Review and continuously improve

8. Workplace Training 2011 - John Mc Donald The Training Process Identify theNeed Evaluate Evaluate the Training Deliver Deliver the Training Plan Plan the Training

9. Workplace Training 2011 - John Mc Donald The systems approach Assess the need Assess the trainee Assess the skill required Design and deliver the program Evaluate the training program

10. Workplace Training 2011 - John Mc Donald Advantages of the Systems Approach  Ask if training is the best option  Program should be aligned to clients needs  Encourage precise and measurable learning outcomes  Encourages evaluation  Encourages feedback  To validate the program  To up-date and improve the program  Provide a framework to explain to others the nature and objectives of the training

11. Workplace Training 2011 - John Mc Donald What is structured training?  Designed by someone appropriately qualified or experienced, a technical expert in the area  The program must be accredited by an approved person / authority e.g. VETAB  The program must state outcomes and must be clearly formulated  It must state method by which it intends to impart the skill to the learner  It must have an assessment component – some form of evaluation – all must be documented before the program commences

12. Workplace Training 2011 - John Mc Donald What are the responsibilities Staff & Line managers  Line managers have direct responsibility for the achievement of business outcomes  Staff managers are responsible to line management in providing support and advice in achieving those outcomes  Why are they for responsible for TRAINING?  To ensure training matches the needs and objectives of the section  To ensure employees accept training as a necessary part of reaching or maintaining standards  To ensure managers/supervisors assesses the impact of training on an employee’s work performance  To ensure the costs of training are justifies (the benefits outweigh the cots)