Training and Development

SUPERVISORY 1MANAGEMENT

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 1. Learning
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Q.1 What do you understand by learning? 
Q.2 How have you learned so far? 
 
 
 

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 1. Learning…
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A process whereby a new capability is attained.

There are three areas of learning:-
 Knowledge :What individuals need to know.
 Skill :What individuals need to be able to do.
Attitude: The beliefs that shape how they do things.
 

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 Learning4 can be:

1. Formal and/or informal

  Formal - Education, Training and Development
Informal - Reading Books Discussion with Friends
2. Other directed and/or self directed
·               Other directed=Formal
Self directed =Informal, self guided
learning.

abdurahman abdulahi 06/10/21

 Formal Learning

Education

 Learning for life

 
 Exposure to new knowledge, concepts and ideas
 
 Aimed at broadening the "mindset" of a person
 
 Mainly of long duration

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 Training

   Learning for work

 Modifies and directs one's abilities toward a
particular activity
 Skill oriented --- motor skills and behavioral skills
 Short term courses
 Can be On-The-Job Training (OJT)
Of-The-Job Training

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 Development

 
 All learning experiences whereby growth occurs.

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 3. Why Training & Development?
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Solving specific problems

Getting jobs done more efficiently, effectively and safely
Implementing change
Coping up with change
Changing or maintaining the culture of an organization
Unfolding potential

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 …9
It can also result in:-
Reduced employee turnover
Higher job satisfaction
Increased earnings for the employees become self reliant
Decreased costs of materials, supplies and equipment
needed to correct errors.

abdurahman abdulahi 06/10/21

 4. Supervisors Responsibility Training &
Development
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Q.1 What do you think are your responsibilities

with regards to training and development. 

Knowing each employee, his strength, weakness,

potentials.
Undertaking TNA /DNA

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 Supervisors responsibilities…
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Recommending employee for training

Training on the job
Creating conducive conditions for the implementation of
the learned behavior
Evaluating the impacts of the training

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 5. TNA
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Diagnose the problem

Identify the performance gap
Find out the deficiencies of individuals that can be
overcome by training
Can be carried out at organizational department or
individual levels.

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 OJT
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It is behind the experience of perhaps all of you.

 
Can be well planned and organized
Can be haphazard i.e. a matter of chances and coincidence
Usually conducted on a one to one basis

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 6. On-The-Job Training (OJT)
 
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Doing their job under the help of an experienced worker

or supervisor.
One of the oldest approaches
The most widely used method of training
      Simplicity
      Less costly to operate
 

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 OJT…
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Normal learning assumption:

 
Actual learning takes place or happens on the job.
 
Slogan "Every one is a trainer" be able and ready

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 7. Methods of OJT
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A. Coaching
 Developing the incumbent by a steady assistance
aimed at growth and development
 Has to be systematic
 Assess the individuals need for improvement.
 Develop a coaching plan with the participation of the coach.
 Assign relevant tasks and attainable targets
 Monitor progress: Correct, advice, guidance and
encouragement
 Evaluation.

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 B. Mentoring
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 The mentee works with mentor on various
assignments with the ideas of getting guidance and
prompting

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 C. Shadowing
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Shadowing an exemplary person by employees

 Most skills are learnt by imitation of a person in
action.

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 D. Guided19Delegation
 
 The trainee incumbent makes decisions under
guidance and correction.

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 E. Job 20Rotation
Trainees are moved for a short period to new jobs
 Select the jobs involved
 Brief the trainee what to learn and his responsibility
 Check the progress
 It enables quick learning of specific skills
 It can block normal promotion prospects of others

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 F. Job Instruction
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 
 Mainly for manual tasks and also for procedures and
systems

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 4. Basic Steps

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1. Prepare the trainee

  Breakdown the job
  Prepare an instruction plan
  Put the learner at ease
2. Presentation
  Tell
  Show
  Demonstrate
  Explain

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 4. Basic
23 Steps

3. Follow up
 Have the learner
"talk through " the job
  Having the learner instruct you on how the job is
done "talk back"
   Provide feed back + & -
   Let the learner practice
4. Follow up
   Check progress frequently at 1st
   Tell the learner whom to go to for help
   Let the learner practice

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 G. Apprenticeship
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 Puts trainee under the guidance of a master worker

for a long time period.
 
 For people seeking to enter skill trade e.g. plumber.

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 Self-directed Learning for
Supervisors
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 Self - development: 
 A critical skill of any one is the ability to manage
their own learning 
Design your own supervisory skills development
plan: 
1. Conduct self assessment - supervisory abilities 
2. Identify traits and behaviors of your favorite supervisor 
3. Collect input from others.
 
4. Identify your training goals - be SMART
 
5. Plan your learning to meet the goals

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 Self - development:…
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 Get guidance and assistance - coach/mentor

                    Learn - how to be a mentor, coach
                    How to give presentation
 Practice basic skills in delegation, listening and
sharing of feed back
 Plan & facilitate a meeting
6.Develop your code of ethics and code of conduct
7.Do not forget to supervise yourself
 8. Evaluate

abdurahman abdulahi 06/10/21