Training & motivating

A Presentation on Training & Motivating

Newly Recruited Employees

By

Syed Imtiaz Hussain

Module Introduction&

Introduction of participants

Activity 01

Module Objectives• UNDERSTANDING your employees . . . . Their

training needs and their motivation sources

• How to train newly recruited staff . . . . . . A decision between Effectiveness & Efficiency?

• From where does the Motivation for a New comer comes?

• Can Training be used as a motivation factor?

Training Newly Inducted Employees

Part One

Why to Train??? Employee’s paradigm:

1. They lack company knowledge in a deeper sense

2. They lack the product knowledge

3. They lack the skills needed to carry on the job effectively and efficiently…

Why to Train???

Management’s paradigm:1. Environment is Changing

2. Speedy Expansion of organisation

3. Intensified competition

4. Technological Changes

5. Search for improved Productivity

Why to Train??

1. Does providing them training mean they are insufficient to perform well in the organisation?

No Yes

1. Training is about making them Company-Specific & Job-Specific?

No Yes

Initial Training is all about. . .

• Orientation of the Company

• Telling them about:• “Who we are” . . . . . . (Company Knowledge)• & “What we do”. . . . . . (Product Knowledge)

• And Telling them “How YOU are going to do what we do”. . . . . . (Job Knowledge)





Who “WE” are?

• paint manufacturing for almost two centuries

A RELIABLE PAST, A CONFIDENT FUTURE





What “WE” do? • About the Product



• Telling them about:• “Who we are?” . . . . . . (Company Knowledge)• & “What we do?”. . . . . . (Product Knowledge)

• And Telling them “How ‘YOU’ are going to do what we do?”. . . . . . (Job Knowledge)

How “YOU” are going to do what we do?

• An employee may be perfect but his/her skills may not be perfect!

• For carrying on the job in most effective way employee skills need to be developed

• What skills do we train? & How do we know which area needs to be developed most?

TNA; Training Need Assessment is an effective tool to measure the level of training needs of the newly recruited staff.

TNA can be easily carried out during the interviews, test or Forms designed to test the competency level of a candidate.

Skill Categories

• Basic Literacy . . . . . . . . . . Tested in recruiting the staff

• Technical . . . . . . . . . . . . . Since they are newly inducted, it goes without saying that ALL OF THEM need to be trained technically about the Product, Prodedures

• Problem solving . . . . . . . .For non routine jobs, problem solving becomes more important. And its an integral part of self-managed teams and TQM

• Interpersonal . . . . . . . . . . This area is an Opportunity or

will be a Threat if not measured and bridged through training them

Technical Skills Training

• Training of the product itself

• Training of using/application of the product

• Training of implications the product proposes

• Training of potential problems related to the product

• Communicating the solution to customer (Interpersonal skill)

Technical Skill Training in Berger

• The principle cause for technical training is: “Know Your Product First ! ” it is of prime importance to Sales staff.

• Hands-on technical laboratory experience

• Practical application of the paints

• Learning the best ways of applying paints

• Learning the “Tips & Techniques” that yield impressive results..

Problem-Solving Skills Training

• Knowledge about Problem causing factors . . . . Assess Causation

• Knowledge about possible options . . . . Develop Alternatives

• Analytical skill to evaluate the options . . . . Analyze Alternatives

• Knowledge of selection parameters . . . . Select Solutions

Interpersonal Skills Training• Learning how to be a better listener

• How to communicate ideas more effectively?

• How to be an effective team player?

• Diversity training . . .managing and valuing diversity Awareness training . . . Understanding the need of

managing diversity Skill-building training . . . . Understanding the cultural

differences

Let us take an example. . .• Learning how to be a better listener

• How to communicate ideas more effectively

• How to be an effective team player

• Diversity training . . .managing and valuing diversity Awareness training . . . Understanding the need of

managing diversity Skill-building training . . . . Understanding the cultural

differences

How to be a better Listener?“Seek First to understand and then to be

understood” Seven Habits of Highly Effective People, Stephen Covey

• Are Hearing & Listening same?

• Take a sales scenario: A newly recruited Sales Representative needs to be trained on

how to listen customer effectively

• Listening effectively or patiently . . . What is better? Effective Listening give the customer an impression that you

are Interested in what he/she is complaining about & you are deeply concerned about it & you are eager to solve that problem the customer is facing

Effective Listening - 8 Behaviors

• Make eye contact• Exhibit affirmative head nods and appropriate facial

expressions• Avoid distracting actions or gestures• Ask questions• Paraphrase• Avoid interrupting the speaker• Don’t over talk• Make smooth transitions between the roles of

speaker and listener

Generally used Training Tools

• Videotapes• Lectures• One-on-one instruction• Role plays• Games• Computer based learning• Audiotapes• Self-assessment/ self-testing instruments• Case studies

What is the best & easiest tool for Effective Listening we just

discussed?

Role Plays

Training Methods• What works best:

ON-THE-JOB TRAINING

Or

OF-THE-JOB TRAINING

Or

A blend of both

TRAIN YOURSELF!!

“Sharpen the Saw”Seven Habits of Highly Effective People, Stephen Covey

Motivating Newly Inducted Employees

Part Two

Willingness to exert HIGH levels of effort toward organisational goals, conditioned by the effort’s ability to satisfy some individual

need

"The heart of motivation is to give people what they really want most from work. The

more you are able to provide what they want, the more you should expect what you

really want, namely: productivity, quality,

and service."

Twyla Dell writes of motivation, (An Honest Day's Work (1988))

What Motivation will do for organisation?

• A positive motivation philosophy and practice should improve productivity, quality, and service. Motivation helps people: Achieve goals Gain a positive perspective Create the power to change Build self-esteem and capability Manage their own development and help others with theirs

Point to Pause!If no customer = no profit

no profit = no business

this means:

no customer = no business

Therefore customers ARE the business!

So the Ones in direct contact with customers are as important as the customer themselves

Point to Pause!

External Customers

People who directly serve External customers

People who serve the Internal customers

Vicious slide downwards - VSD

• Poor service leads to…• Upset customers… leads to…• Negative word of mouth… leads to…• A lousy reputation… leads to…• Fewer customers… leads to…• Lower profits…leads to…• Reduced income for employees… leads to…• Frustrated managers… leads to…• Unhappy staff… leads to…• Poor service…leads to…

Victorious ride upwards - VRU

• Great service leads to…• Enthusiastic staff… leads to…• Motivated managers… leads to…• Higher profits… leads to…• Higher income for employees… leads to…• More customers…leads to…• An excellent reputation… leads to…• Positive word of mouth… leads to…• Delighted customers… leads to…• Great service…leads to…

Career Stages

Career Stages - What motivates when?

• Establishment: Learning and knowledge is important Experience in a reputable organization

• Mid career Job growth and recognition on job as well as outside Supporting family/ living standard, peace of mind

• Late career Higher position in hierarchy (space for growth) , Chance to use experience and transfer of knowledge learnt Exercise power

• Decline Preparing for retirement High delegation Benefits like pension, gratuity, plot, hajj schemes etc

Motivating Employees

The organisation’s responsibility

A perfect Life-Job match creates motivation

1- Personal vision

• Cultivating Pro-activity A move from Reactivity towards Pro-activity From Outside-in to Inside-out

• Begin with the end in mind"Always design a thing by considering it in its next larger

context -- a chair in a room, a room in a house, a house in an environment, an environment in a city plan.“ Eliel

Saarinen, "Time", July 2, 1956

2 – How you see your “self”?

• Self-efficacy: Confidence in the ability to cope with life's challenges. Self-

efficacy leads to a sense of control over one's life

• Self-respect: Experience oneself as deserving of happiness, achievement

and love. Self-respect makes possible a sense of community with others

3 – Paradigm of Interdependence

“Interdependence is a higher value than independence”

Seven Habits of Highly Effective People, Stephen Covey

• Creating harmony in work environment

• Think Win/Win – Interpersonal leadership

• Working Together, Winning Together Win/Win/Win

• Creative cooperation - Synergy

Link reward to success

4 – Building Passion to perform• Link reward to Performance

• Skill-based compensation plans

• Flexi worksheets

• Effective Delegation - Involvement in decision making

• Variable pay plans

• Creating opportunities for them to “Learn & Grow”

5 – Management as Role Models• Act as if you have high self-esteem

Your behaviors, beliefs, attitudes, and example are a powerful role model for staff members. How you look, talk, present yourself, and act send the most powerful message possible to all staff members

• Practice personal integrity and fairness Model it and expect it from others. People who feel they can tell

the truth, without fear of reprisal, grow as they experiment and experience success and failure

• Provide frequent feedback Frequent feedback that reinforces what people do well and

corrects the approaches that need improvement

• Learn what staff members feel good and positive about doing Maximize their opportunity to contribute in these activities

• Provide assignments that stimulate growth Ask people to stretch beyond what you have observed them doing

in the past. Challenge staff members. Negotiate goals which are realistic, yet a stretch

. . . .Contd• Provide positive reinforcement

Provide positive reinforcement rewards, and recognition to reinforce the standards and practices you believe your staff members are capable of achieving

• Create an environment in which people practice self-responsibility Show that you trust them to report production numbers, deal with

employees who are not contributing to the team effort, and succeed and/or fail at implementing new ideas

• Demonstrate that it is okay to disagree with the supervisor Allow the implementation of new ideas, even if they are different

than yours. Praise when the approach works and ask the employee to implement more good ideas

• Provide clear expectations about performance standards Provide clear expectations about performance standards to all

employees and express your sincere belief that they can meet or exceed these standards.

• Publicly chart progress Publicly chart progress of the participants to create an ongoing

sense of competition

6- Give them direction to move

• If they see their path clearly they will be more motivated to move

“Would you tell me, please, which way I ought to go from here?”

“That depends a good deal on where you want to get to”, said the cat.

“I don’t much care where…”, said Alice.

“Then it doesn’t matter which way you go”, said the cat.

Alice in Wonderland, Lewis Carroll

An Employee will feel motivated if provided. . .

• Tools to do the Job• Office Atmosphere• Peer Support• Corporate Culture• Compensation• Benefits• Recognition• Identification• Empowerment• Leadership• Having Fun

Motivation Vs Satisfaction• The opposite of satisfaction is “no satisfaction” &

not motivation

• Motivation is something more than mere satisfaction

• If satisfaction is “I am doing well” state Than

• Motivation is “I m delighted” state

• So you need to do something more to Delight your employees

For more on the topic you may refer to:

• Organizational BehaviorStephen. P Robbins

• Seven Habits of Highly Effective PeopleStephen Covey

Thank you!

Your comments are welcome

Business

Training & motivating