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38 . Glasgow Business May/June 2013


developing greater confidence, initiative, and problem solving among their employees. People at all levels in the business need to be creative and, at times, capable of solving problems by themselves. Participative workshops can help to develop people’s atitudes to their work, especially among younger or newer employees. Training, such as distance learning, is


also available far beyond and outside the classroom. From the trainee’s perspective, learning is anything that offers the opportunity to develop him or herself. Training and learning development includes such aspects as atitude and behaviour, morality and ethics and leadership, as well as skills and knowledge. What makes people effective and valuable


to their employer is their atitude. Being creative, open-minded and innovative allows the capable employee to discover learning in virtually every new experience. Every supervisor and manager should be


able to provide training and development for the people who work for them. But training is


You should aim to provide experiences and learning that employees will like for their own personal interests, fulfilment and development


no use without the motivation to apply it effectively. Tere are many beter ways of achieving this kind of development than puting people in a classroom, or by delivering most conventional business or skills training which many employees see as a chore. Probably the first experience of


training a new employee will have on joining your company is during his or her induction. Good induction training helps to setle a new start in to a productive role, and is about more than skills training. It’s more about the basics that


more seasoned employees take for granted. What shiſts are worked, what the routine is for holidays and sickness absence, where the notice board is situated, and whether there is a dress code. Managers have to make sure


that induction training is properly planned and that everyone involved – especially the new start – can see what’s happening and what’s included. You should aim to provide


experiences and learning that employees will like for their own personal interests, fulfilment and development. When people develop confidence, they become more proactive and responsive – and across a whole team, that has a cumulative effect.


Mentoring is a relatively young process,


that can be another big plus factor in business. It can be provided by external people, or, if the organisation is big enough, by mentors from within the company. Training people in stages, when you can


build up each skill separately towards a complete role keeps things controlled, relaxed and always achievable in the mind of the trainee. Establishing a relevant ‘skill set’


is essential for assessing and prioritising training for any role. It


is not sufficient simply to assess against a job description, as this does not reflect skills, only


responsibilities, which are different.


Establishing a ‘behaviour set’ is also very useful, but is a more difficult area


to assess and develop. As a manager, supervisor, or an


organisation, helping your people to develop is the greatest contribution you can make to their wellbeing. Do it successfully and you will


be rewarded many times over through greater productivity, efficiency, environment and all-round job-satisfaction. Don’t forget your own


development – nowadays we have more opportunities and resources available than ever that will allow us to increase our skills, knowledge and self-awareness.


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