Once the program is finalized, the organization and the staff member sign a contract, with the staff member agreeing to participate in the activities named, and the organization agreeing to provide specific support a certain amount of tuition for a course, release time for observation visits, etc.
The staff member may be required to check in with a supervisor or mentor a certain number of times during the year, or the contract may simply be reviewed at the end of the year.
This method has the advantage of constructing a program for each staff member that should speak directly to his needs. It has the disadvantage of staff members going off in different directions, and not necessarily informing one another of what they've learned. There are some general guidelines to keep in mind when considering what methods to use in a staff training program.
You may notice that lecture, which is probably the most common method of presentation, is listed last here. The reason is that studies have shown that lecture is the least effective method of learning for most people. Discussion is interactive: it gives people the chance to wrestle with ideas, to translate those ideas into their own terms, and to make them their own.
The same is true of several of the other methods listed above, particularly the use of physical activities, role plays, and the arts. A common way of looking at cognitive style is to divide an area into four. Each of the two lines - one vertical and one horizontal - that divide it into four squares see diagram represents a way of handling information.
Although different theories use different names for the styles they discuss, most actually describe the same possibilities. In most cases, one line forms a progression from sequential in logical order, already fitting together to random or intuitive a piece here and a piece there, with their fitting together coming as a mental "click into place" at some point.
The other line forms a progression from "chunking" information seeing the big picture, often referred to as "abstract" to dealing with information as a group of separate details "concrete". An individual's cognitive style is defined as the area into which she falls when scored on a questionnaire designed to see both where she falls on the line between sequential and intuitive, and where on the line between abstract and concrete.
The diagram below gives a picture of the four areas. Thus, someone might be described as "abstract-random" or "abstract-sequential. It's often said, for instance, that engineers are concrete-sequential: they deal in concrete issues, and they want everything in logical order. If issues aren't concrete and sequential, then they try to make them that way. Teaching to as many different learning styles as possible helps everyone develop their ability to use a variety of strategies.
Different kinds of problems demand different kinds of solutions, and the more easily a person can switch styles when necessary, the better learner and problem-solver he'll be.
In the long run, it's one of the best ways to make sure that everyone learns what he needs to. You can address different styles by planning either individual activities or a series of activities that include several of these ways of presenting information:. There are various ways to approach this issue.
Asking people to draw pictures or to act out something often engages "right-brain" functions; asking people to make a list or to create a statistical profile prompts "left-brain" learning. One of the reasons that role plays and the like are often such powerful learning tools is that, through the use of feedback after the experience, they engage both, and help people to integrate them. Thus, when they've learned something in that way, they both "know" it intuitively and understand it intellectually.
Feedback - a constructive critical response - is one of the most important tools available for training of any sort. Having a chance to practice a skill or explore an idea with feedback from observers or other participants can be a tremendously powerful learning experience.
This experience can be even more meaningful when the practice is in a real-life situation under the supervision of a veteran staff member or supervisor, as in the case of practice teaching.
To use feedback well, it's important to understand that it has a serious effect on people at whom it's aimed. If you're not careful, it can be devastating. A few guiding principles can help you employ feedback in a way that's almost always helpful:.
One advantage of these strategies is that you can repeat parts of the activity as many times as necessary in order to analyze what's happening and to understand what went right or wrong in those particular instances. The logistics -- the nitty-gritty of arranging everything so that the training can take place -- may not be the most exciting part of a training, but it's absolutely crucial. How well you take care of the details may have a lot to do with the success of your training program, so you have to start thinking about them early.
For most organizations, the important issues will be location, setup, and materials. Your organization's resources -- probably not huge -- will go a long way toward determining whether you can rent space or not. Your organization's philosophy and style may help to determine whether you want to rent space or you would rather spend the money directly on the work you do.
Time and the amount of space needed can also be determining factors. If your staff development takes place during staff meeting time, for instance, then it's almost undoubtedly going to be in your workplace. If you're planning activities that involve a lot of physical movement, you'll need more space than you will just for chairs.
In addition, you need to consider trainees' comfort. Does your space have enough light, natural or otherwise? Remember that fluorescent lights buzz, a noise that some people don't mind or don't hear, and that others can't stand. Is there enough air circulation? Rooms without adequate ventilation put people to sleep. How's the temperature? If you're too hot or too cold, it's hard to concentrate. Food changes the dynamics of any situation, making it friendlier and more relaxed.
Do you want to include food, and, if so, will the organization provide it, or will people share the cost or take turns? In general, creating an informal atmosphere is more conducive to discussion and to learning. The best learning comes out of thrashing out ideas among people, and that kind of interchange is more likely in an informal environment.
Such an arrangement also creates less of a distance between the facilitator and participants in a training session. The partnership encouraged by informality leads to more ownership of the training by participants and more effective learning. Having materials ready when they're needed can be a big job. It may mean getting many pages copied; typing text into a website; making overheads, videos, or CD-ROMs as well as finding the hardware to display them ; creating Power Point presentations; assembling enough art materials for everyone to use; etc..
It may even mean putting together or writing a training manual, which might include some of these materials. The planning you've done becomes crucial here. The more lead time the coordinator has to get materials ready, the more likely they are to be there when they're required, and the more flexible the training program, as a whole, will be able to be. Publicity may or may not be a fourth issue here. Failure to anticipate such factors can quickly derail a training program.
In this case, setting a realistic timeline for your entire activation and adoption process, including all training, is critical. Timeline is dependent on the number of end users and the number of classes needed to train them all. EHRs come with resources and tools to help with the adoption process. If used incorrectly, these tools can lead to end-user dissatisfaction and financial loss, neither of which is a desired outcome.
Make sure to understand the available tools and how to make the most of them. The end game in EHR activation and adoption is ensuring your staff are trained and ready to move forward in an efficient, productive manner. Hands-on training is a great training method for employees using machinery or software, where they can learn through on-the-job experience.
Hands-on training can help employees fit into their upcoming or current role, while enhancing their on-the-job skills.
Orientation is a common type of employee training. This training tends to be relevant to all company-wide roles and departments. Onboarding training is a series of team-specific sessions that take place over several weeks or months.
The aim of the training is to bring new employees up to speed in the shortest period of time. Effective onboarding training will also free up management time because most answers to questions would be available within the training. Onboarding training is prepared by team or departmental leaders with a focus of reaching departmental goals and connecting them with overall company objectives.
Technical skills can always be improved and refined, particular with the rapid pace of change the tech industry is going through. Technical skills covers a range of topic, including mobile app development, creating databases for your website, securing against hackers, automating processes, etc. Employees need to engage in ongoing learning on a regular basis to stay up-to-date with the latest technology developments.
Companies such as Pluralsight allow employees to take a quiz to gauge their level of competence across relevant technical skills. Employees can then take courses to plug any gaps in their knowledge required to do their job properly.
Soft skills are personal attributes, typically linked to how you work and interact with others, which are necessary for company success and employee career development. Soft skills enable employees to interact effectively with other people in the workplace, including co-workers, management, clients, and customers. To tackle these topics, the training delivery methods we recommend hinge greatly on well-organized information and storytelling. These include:. By imparting critical information in an entertaining way, you can increase both retention and engagement.
Building on those, there are several modalities that bridge both knowledge and skills, helping learners to understand the how behind the what and the why. This category of modalities includes:. With a modern, web-like interface, video, animation, gamification, and interactive exercises, ILGs create an engaging experience for learners, making them effective for both knowledge and skills training.
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