The Complete Organizational Skills Training Guide

Having a proper organizational skills training can help to teach the employees to use their time more professionally. Also, through it, the overall workflow of the organization would be improved. As usual, employees that have good organizational skills will be expected to be excellent in their professional and personal life. One of the things that will affect the overall performance of the organization is the lack of organizational skills. Nevertheless, developing a training course in the organization to boost the skills of the employees can be of a great benefit. Even though every organization might vary, in terms of their structure, here are is a guide that an organization can follow to come up with a reliable training course.

0f95272e-5ced-4e0b-9d8a-f900b0659cba

The Complete Organizational Skills Training Guide

The entire course is meant to fix from the smallest of faults in an organization, to the most critical one. In the course, the employees, who are in the training, will know how they can streamline their daily roles, arrange their personal space, use the calendars effectively, and generally be efficient.

Aims Of The Course

As you come up with the course, the participants must have achieved something at the end of it. For that, here are the things that you must ensure the employees have achieved at the end of the course.

• Understand and point out the barriers to a successful organization.
• Establish an action plan, in order to reduce the careless faults.
• Be able to manage the voicemails, in order to limit the time taken to check the messages.
• Come up with SMART goals and describe the advantage of each goal.
• Be able to describe the pros and cons of different calendar systems in the organization.
• Describe strategies that can be applied to limit the mess in the organization.
• Comprehend the techniques that will limit the electronic and paper mail.
• They should also start to implement the goals that have been created in the entire course.

So as the course is in progress, these are the factors that must be put into consideration, in order to get the best out of it all.

The Training Outline

The organizational skills training course is not a quick, go-through course. Rather, it entails digging deep into the organization, and pointing out the minor clutters, which may lead to a reduced work flow. For that, this is a course outline that you will use to take the participants through the training.

1. Understanding The Clutter

You will need to understand why the organization fell apart in the first place. Here, the participants will need to point out the pitfalls of the organization. They will also understand the importance of being organized, and having self-respect, in order to embrace the new habits of the organization.

2. Cleaning Out Of The Personal Space

This will be targeting the employees, at a personal level. The participants will understand the methods of being tough in the organization and getting rid of the unwanted junk. All in all, it is all about getting rid of anything that doesn’t contribute to the efficient work flow of the organization.

3. The Virtual Mess Control

Now this will move from the physical personal space of the participant, which is mostly their desks, to the computer, which is the virtual or the unrecognizable clutter bank. There could be more than 10,000 emails that are in your inbox, which are not important. The trash of your mail box is also stuffed with unorganized stuff. The desktop is full of files, others are in the Documents folder, yet others are hanging around on a certain network. This will lead the computer to be slower, but it is all about the lack of arrangement of the files. This section should be able to train the employees how to manage and arrange files on their computers as expected.

4. Using The Right System At the Right Time

Here, the employees will need to understand how they can be up to date with the appointments, how they can track down their contacts and how they can manage their expenses. At this stage, the trainer will focus on finding the most ideal format, choosing the perfect size and setting up a versatile system. The system must also be user-friendly, and it must be reliable enough to the organization.

5. Spreading The News

This is not all about gossiping, rather, it is all about finding the right way to spread your news, whether through Snail Mail, Email or Voicemail. The participants should understand the right ways of handling different types of communication in the office. Here, the trainer will focus on the methods for managing the different types of communication in order to boost efficiency.

6. Setting the Smart Goals

It is required that the participants should set manageable and rational goals in order to get the best out of it. Here, training will get deeper into the aspects of Smart goals and it lets the employees to train on achieving both short and long-term goals.

7. Balancing The Work And Home

Sometimes, being at work tends to be more comfortable and soothing, especially if your home is stressful compared to your workplace. So in this section, the employees will get deeper into useful ways that can balance the workplace and home. They will also understand the methods for limiting the home chores and strategies to rationalize the activities.

8. Get Things Going

Now that the participants have got the real picture of what they should be doing, and where they should adjust, they will now need to get things going. Here, the participants are expected to come up with their personal action plan that will help them be organized throughout.

Conclusion

When the employees are taken through these stages, they would understand more about the training. They will also be able to understand their weaknesses and what is drawing them back. This training will target every area of the employee. It will target their personal life, in terms of helping them have an organized personal space at work. It will also help them establish their homes to be able to work freely from there. Above all, the organizational skills training will ensure that the employees have improved their efforts and capabilities in achieving better productivity.

Employee Development Goals and How to Reach Them

What are the overarching employee development goals? We’ve alluded to having a set of solid goals in mind when you approach employee performance enhancement, training and implementing positive change. So, a lot of different departments all must hearken to the call of setting goals like these.

Now, the thing with employee development goals is that in such a varied world as business, it’s impossible to be super specific about individual units within basic sets of goals.

This means that there’s no way for me to sit here and list a bunch of concrete goals, but rather, I can only touch on the basic types of goals, average things they entail, and what to bear in mind and to undertake to reach these types of goals.

It’s impossible to be more specific than this, but if I could, you know I would. So, let’s at least look at these different sets of goal types, and see what we’re more or less up against.

The most immediate and obvious types of goals you’re going to encounter are job goals. These are goals of efficiency and success in performing work and accomplishing goals set before the employees themselves. This also entails successful, constant adherence to protocols and regulations, as well as guidelines and other similar things. These are all about change management and positive reinforcement.

Next are project goals, which are either marketing strategies, massive change, training or the implementation of new products or services. These goals, well, how to reach these is entirely up to you and dependent on the situation at hand. I can’t really advise on these, because there’s no telling what your situation might be with this one.

As for professional development goals, these are all about cross training and improving the levels and quantity of qualifications and certifications of your staff so that they may perform more massively parallel, and that they may handle more roles in an emergency.

Performance goals are more personal, including things like being punctual, following conduct policies and guidelines, and putting forth extra effort or devotion to performing one’s job with general admirability. These are the hardest things to approach, because they are very personal, and must be handled with a lot of care, so to not cause people to feel insulted, undervalued or overly judged, while still getting them to take personal performance flaws as serious and important to address.

What can I say about these other than to bear in mind what must be considered in change management, too. That is, to be an approachable, friendly adjutant, while at the same time being authoritative and capable of solid, stable people skills.

Now, if only it were possible to be more specific, I could give you some specific guidelines for how to achieve employee development goals, because I could only be vague about what kind of things to implement, and what factors to worry about here. Unfortunately, that’s just how it is. There are so many variables such as industry, corporate culture, contextual circumstances and much more which greatly affect this to the point that being specific is just not an option. Nonetheless, I hope this gave you a better view of the types of goals that there are, and what kind of mindset each one more or less calls for.

bnr7 (1)

Rules of Employee Management Training

Employee management training is a whole different ballgame from employee training for job performance. We all realize that by its very nature, this discipline is much more predictable in what the training needs will be, because management is all about leadership, decision making, change management, and logistical skills, as well as a solid grasp of sociology and psychology.

When you’re managing a process, you’re working with a specific discipline, which means that a training experience for those is going to be very specific to them. But, with employee management training, you’re dealing with the basic idea of a business organization, and with the human animal, and that’s something a lot of people have something to say about.

A return to the classroom

The first thing with this kind of training is that a little bit of the old fashioned classroom mentality is permissible in the form of lectures and group forum of discussion with management training. These individuals are patient, and will have to endure meetings with single individuals holding the floor, so they’re forgiving of it.

Still, don’t abuse this, and consider working with an LMS to make this less problematic for scheduling and the like.

Cross training to work with customers

Now, the next thing with this kind of training is that you’re learning to work with people. Internal customers, basically. Now, this means that some cross training with customer service and support is actually going to fill a lot of the same gaps.

Dealing with distraught, difficult or demanding customers is going to be a lot like dealing with subordinates (especially ones with a special skill) with the same kinds of human duress.

Game activities

Now, along with this, you’ll want to use social game activities that are also often used by customer service among others, which can train them on social interaction, and how to overcome awkward social conditions and exchanges as well.

However, leadership is something that cannot always be taught directly. Experience is the only way to cultivate the skill of diplomat, politician, and friend to those below you. So, to do this, you need to set up simple training projects in which leadership role is filled by the trainees taking turns at it.

This will cultivate the ability to be in authority and wear it well, and to deal with people with authority and amicability at the same time.

Now, you’ll want to take on an additional training phase for management, where the trainees sit in with established management, and observe. This is important to experience, and it’s the only definite experience they can get in this field.

So employee management training is a difficult field, but at least, no matter who you are, you know what you’re up against and how to teach people for this field. It’s important to be sure you get this right, because if handled poorly, your management is going to … well … mismanage things. I’ve seen management training be the downfall of otherwise outstanding companies and organizations. It’s unfortunate, and it’s the duty of us all to ensure that we focus on and properly train management and humanities to those who will be in charge of infrastructure in the times to come.

bnr7 (1)

4 Employee Development Plan Examples

By: Jason @TStationBlog Silberman 

So, no matter what kind of position you have in your company, if you’re in any kind of leadership position, employee development is something you have to contend with and develop strategies for handling. Even if it’s not management, but merely team leadership, this is something you have to deal with. So, you undoubtedly would give anything for some solid, easy to comprehend employee development plan examples.

I don’t blame you. Employee development is not a fun subject, even if you’re a training expert or a manager, and we all wish we could just cover our eyes and pretend it wasn’t an aspect we had to juggle. But, it’s a fact of a position of authority and leadership that this must be handled, and today I have some pretty solid employee development plan examples for you, which I will explain succinctly and clearly.

This will be no nonsense, and I will leave out all the jargon associated with this field aside from what the names of different plans may contain. I hope this makes your lives easier!

0f95272e-5ced-4e0b-9d8a-f900b0659cba

#1 – Performance-Based Plan

This is the simplest and oldest plan out there, and it’s pretty straightforward. This is based upon annual performance appraisals of groups and individuals, and using basic analysis of the outcomes versus goals and standards to work out what needs to be addressed over the next period to raise the performance to desired levels.

This is a pretty open-ended plan, so you can use your discretion to work out the approach to how to train and improve them to meet the standards they aren’t meeting. This one requires a lot of work when it comes to large groups, though.

#2 – Management by Objectives

This one’s a little more complex, but at the same time, doesn’t leave you on your own after you work out needs. Basically, this works by setting objectives per cycle to have everyone meet. After this, you measure the talents and weaknesses of those involved and work out a solid order of change and training that uses this balance of strengths and weaknesses to meet these goals. It’s more even across the board than the performance-based plan, but is a bit more rigid as a result, and doesn’t address individual shortcomings appraisals will show.

#3 – Succession Planning

This one only works in tenure-based scenarios, and it involves the use of five year plans to induct replacements or those who would inherit responsibilities and skills needs when tenures are up or promotions are scheduled.

It’s basically the previous plan, but based around more extended goals and the predictability of tenure scenarios.

#4 – Ad-Hoc Improvement

This one’s not as well-known, and it doesn’t work for groups. This is for developing individuals, and it works more as a supplementary plan to go with the one listed above. Basically, when you detect a need for development, you work out a linear training plan, and you tutor them pretty directly, probably with the help of LMS and onboard systems or whatever you need.

These are just a few employee development plan examples, there are many more. These make the most sense though.

Enjoyed this Article? SHARE with Your Friends & Coworkers!

What is Human Capital Development?

What is human capital development? I’d heard the term human capital thrown around, and I suspected it was a a term that bridged together difference aspect of employee growth in the workplace. This happens a lot, as different niches of business professionals take general, shared facets, and make them unique to them out of instinct.

But, what exactly is human capital development? I had to discern what human capital was first, and so I did some research, and at first, I thought I wasn’t finding anything, until I realized that most of it was redirecting me to another general niche, human resources.

Human capital is human resources, if measured in managerial perspective. Really? Alright, then. So, that sent me in the right direction of what human capital development is, because it becomes obvious at that point.

It’s basically the cultivation of skill, experience, creativity and other positive strengths and attributes within a corporate body of personnel. It’s beyond training or good work standards, and it’s into nurturing an organic, true social atmosphere that thrives and feeds off itself strongly and positively.

This is a Zen, and it’s one that’s going to prove to be very important. So, while the term is a little bit of a buzzword, what it actually alludes to is oddly important, and so I had to share this.

I hadn’t seen it this way, but the organic business environment of mutual respect, friendship and comfort between all individuals within said body, with all positives and negatives balanced in offset, and encouraged development is how business has to survive in this century.

This involves not only a positive, constant learning atmosphere with value put to accomplishments and knowledge, but also some unconventional thinking, I’d say.

Embracing the non-locational workplace is going to be the best way to go about this, motivating work and acquiring additional personnel who otherwise would be unavailable due to where they live, or a desire to not work in an office eight hours a day.

Surprisingly, people who work from home will actually work, and they will work harder, in comfort and positive atmosphere. There are a lot of miserable people who hate coming in every day and being in an office all day. Their discomfort and apathy will be a hindrance in their cases, to developing skills, engagement, ethics or creativity to enhance their work.

I accept this new term, I think, because it reflects the new way we have to look at human resources and the business relationship and environment. The internet is making location a moot point for a lot of things, and I don’t’ see why it can’t help cultivate higher learning, engagement and productivity for a business.

It’s already begun. What is human capital development? You could say it’s an organic view of personnel, learning and employee engagement strategy, but I’d actually say it’s the future, myself.
 

Secrets of Leadership Development in Corporate Environments

Well, I’ve talked a lot about different learning models and different dynamics in training, as well as how important leadership is. I’ve also shown a lot of empathy to those thrust into leadership roles without their volition, or worse, into training leadership roles as such. But, I’ve not taken the time to really talk about leadership development from any angle, have I? Well, I figure it’s time to rectify that, so how about we talk about it?

Leadership development is actually a few different concepts, depending on the angle from which you approach it. Unlike some terms where the definitions are disparate and parallel, in this case they’re different approaches to a core topical concept.

We’ll be focusing on development in a corporate environment, but that doesn’t mean what you might expect it to. It in fact means that we’ll be talking about ant incorporated business with a staff greater than 50 people, which encompasses small, medium, large and enterprise business environments pretty even-handedly.

Leadership development applies to the cultivation of strengths, skills and relationships that comprise a strong leadership capacity. This can involve establishing a leadership role and relationship with a team for a specific task, development and learning to become a leadership professional long term, or for the training and guidance of subordinates in smaller leadership roles for delegation.

Ultimately, they all boil down to the same thing, but with different scopes and proportions. As such, the advice I’m about to give is independent entirely of which definition you are approaching this from. Isn’t that special?

So, the first thing to consider is the human element. Developing leadership is first and foremost about cultivating people skills, and bonds with the people whom you will lead. This means that a strong sense of empathy, and a strong sense of justice are very important aspects in a leader.

But, there’s a balance to be had here, because while you need to be approachable, trustworthy and very human to those below you, you also must cultivate respect and loyalty from them. This means that you must walk on eggshells in order to ensure no sense of favoritism is ever shown, even mistakenly, in your handling of people. You also must maintain some posture of authority, without it being overbearing.

And this is where development of leadership is the most challenging, and this is the crux of where true skill has to be honed. This balance of amicability, authority and even-handedness is difficult to achieve and can only be obtained through experience. This is not something you can teach or be taught by others, alas.

But, the other big important thing to keep in mind is that people and time are resources. As a leader, you must be able to utilize and budget all resources in the most balanced and efficient way possible, to ensure the accomplishment of the set goals without overextension.

This is something that can somewhat be learned and taught, though again, experience is probably going to be the biggest contributor.

So, leadership development is best learned by doing, and so, anyone who is to be trained for long term leadership should start small, as a delegated leader within a greater unit, with a small number of people below them. As they learn from their mistakes, they do the minimal possible damage this way.

3 Organizational Change Management Models That Work

Organizational change management models can be a little mystifying, I think. Organizational change is a little bit of an obtuse thing to approach in any respect, so I get why this can be. When it comes to this subject, it’s something that often warrants audible empathic groans from those who hear it because it’s a pain in the gluteal tissue to undertake.

Let’s start with a definition – organizational change management is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise.

Making major changes in the structure, practices or dynamics of any large organization has all the problems of logistics, training, restructuring and business modeling all rolled into one, with a pinch of sociodynamics for just a little more sourness.

So, when it comes to looking at or devising organizational change management models, it’s going to be a bit overwhelming in how the models work, given all the mess involved.

So, what are some of the models that’re popular, and are known to work? Well, sadly, this is a topic where no models are definitive, at least at this point. Unlike organizational learning, business models and other such dynamics, there are no de facto models to turn to, but there are some basic tenets to how to approach it.

From these basic tenets and some personal experience and case study research, I now present to you three small, scalable change models that I think would work well for most people. I leave it to you, the readers, to try these and find the holes in these models.

1. Small – Our first model is really meant for smaller organizations such as charities, independent businesses and the freelance collective concepts. In this model, we approach it first with an analysis not unlike training needs for small scale organizational learning. We observe all the flaws and strengths of all involved, and from here, we measure up who is best at what but worst at what else.

For this model, it’s a very literal reassigning and restructuring in which everyone is placed where they truly belong. This doesn’t work in huge organizations or enterprise environments, but for small groups with a less formal structure, this is the best model, I’d think. It’s pretty simple, and a modified version of SWOT analysis works well here.

2. Midsize – For our second model, we have a structured business, but not a huge one. In this situation, we’re more about redundancy of chain of command, as well as redundancy of responsibility in our change model. We’re focusing on finding out whose time is being wasted and where there are too many middle men. We don’t want to fire anyone, we don’t want to downsize, but we make sure that nobody is doing a redundant task or filtering through too much intervention to get anything done. We treat this like group restructuring on projects, more or less.

3. Large – Our last model is for big organizations. This model isn’t about a specific focus as much as how you approach change and your willingness to compromise. Firings and downsizings are just not an option in my opinion unless fiscal climates are apocalyptic. As a result, I propose a more organic model where everyone has their concerns and suggestions heard, and the changes and approach to these changes be based on the zeitgeist of the corporate culture at hand.

So, when it comes to these organizational change management models, there’s really not much out there, but I suspect these models, as poorly defined as the last one really is, to be the best place to start.

Yet at basic level, some of the more important and effective strategies for organizational change management include making sure this is a unified, common vision, strong leadership and communication of that vision, a plan on how to implement the change, a way to measure the impact and success/failure of the change,  and rewards and positive reinforcement for those that succeed.
 

Instructional Design Methodology and Strategy

board

So, a new buzzword has arisen on the internet, in training circles, that being instructional design methodology. Is this something real, or is it just another fluff word that means nothing, used as a sticker to make a product seem shiny or trendy? If it is real, what is it, and can we use it? Is it useful at all?

The instructional design methodology entails acquiring specifically requested information from experts, and then organizing it in a structure of knowledge which pupils can learn in a specific order of internal relevance. It involved marking points for effective and engaging quizzes that ensure grasp of knowledge as well. In short, it’s what goes into writing an educational book on a given topic.

Corporate Talent Development – 3 Rules for Success

So you’ve taken an interest in corporate talent development, and you’d like to maybe test the waters with it in a small training scenario. You’re just a leadership guy, training isn’t your forte, but you’ve been put upon by those above you to handle this. Handle it you must. And, you’ve looked into the other organizational learning models and been put off by their complexity and their technical, nigh mechanical approach. They work, but it’s a lot of technical mumbo jumbo to learn to handle a task delegated to you from outside your department.

So, you heard about corporate talent development, which is a far more holistic approach, and thought it might be better. You’re a bit of an informal leader, you have casual business relationships with your subordinates, only assuming the stern leader archetype when someone needs to be enforced.

A nurturing kind of approach to learning might just jive with your open hand and open door leadership style. But, how do you succeed with this? Well, here are three tips that’ll make you a successful novice at this learning model.