Wie effektiv ist Ihr Personalmanagement-Training?

I would also include alignment with company values and culture on top of organization goals. Moreover, create a pre-training exercise where the trainers are motivated to set expectations about the training program so that they can also value the efforts

Besides considering the needs of your team and the organizational goals, it might be a good idea to account for often-overlooked aspects of people management, such as cultural and diversity awareness. For instance, how diverse is your team's international background? Are there noticeable differences between workplace culture and management styles in, for example, South American countries compared to North America? How do you recognize and address those disparities within training?

to engrain anything in an organisation you must also contemplate the 'local office'....different countries/cultures will achieve the same corporate goal through different management styles or work practices so every corporate goal must have some local autonomy to achieve in so that it brings people along with it

Our management training is excellent! We have very high morale, phenomenal teamwork, and job satisfaction. Effective people management training empowers leaders to nurture teams, enhancing performance. Benefit 1: Boosted Team Performance Training equips leaders to unleash their team's potential, vital for success. Benefit 2: Talent Retention Good managers reduce turnover, retaining top performers. This one is HUGE in cost savings. Benefit 3: Enhanced Productivity Managers learn to set clear expectations and motivate their teams. Benefit 4: Goal Alignment Trained managers align teams with organizational objectives. Benefit 5: Positive Culture Well-trained managers foster trust and open communication.

You can train anyone about any product/ service but NOT the ATTITUDE. Sharing my experience of setting up an Operational Excellence Academy. Purpose: Training new hires, retraining current team, encourage best talent to be the trainers and implement train the trainer initiatives. Goals: Train on soft skills, build an empathetic culture, encourage collaboration, harness skills, mentorship programmes, award performance based "Excellence Certificate'. Strategy: Gather feedback to prepare training plans, have 1:1s to understand the needs, identify the weaknesses and strengths, vote on topics of interest, encourage experienced members to be trainers. Execution: Storytelling techniques, live tutorials, role play sessions, group exercises.

Participant Buy-In: Fostering Engagement and Application People management training requires active participation and buy-in from the individuals being trained. Without the genuine interest and engagement of participants, even the most well-crafted curriculum can fall short of producing lasting results. Participants who are motivated to learn, practice, and apply the skills in their daily interactions are more likely to contribute to a positive shift in their management approach.

Based on my previous comment, business should make clear what are the competences to be developed in order to send a clear message to the learners

Our people management training is highly effective in enhancing participants' understanding of management concepts and developing essential skills such as communication and conflict resolution. It promotes self-awareness, diversity, and talent management while addressing change and performance issues. Overall, it produces significant learning outcomes for individuals and organizations.

I am a fan of Kirkpatrick's New World Model. I want to begin with "the end in mind" of what I want my learners to achieve and utilize back on the job. I seek to find those key performance indicators (Levels 3's) that I can develop into my training that will bring my stakeholders, organization and myself the results I am seeking to achieve. This will give me both return on expectations and return on investment when developed correctly.

It's important to note that the evaluation models (especially the ones such as Kirkpatrick and Bloom) can be referenced but the outcomes would need to be in direct correlation with the learning objectives and aligned with the company values and culture. If we apply techniques from other fields or even companies without it, we can end up with just the opposite result from the expected one. The learners would follow the training with expectations set from the objectives and, likewise, would expect to have their outcomes evaluated within the same framework upon and after completion.

Also to add, if you are the one giving the feedback, please be constructively honest. I asked people how they've found a course that I may have arranged and they've been very positive to me, perhaps because they did not want to come across as ungrateful. However I've then overheard negative comments from those same people. Honestly, if you're not happy, let the organiser know so they can perhaps do something about it or have in mind for next time.

This in my experience has been the most difficult to influence. Many organizations do their due diligence in creating learning moments and training materials and in getting employees to participate, yet few do a good job in any meaningful after action review of the training as it relates to how it has actually impacted their work or if it has improved efficiencies or created better processes after implementing the training. I have often felt that there is a race to complete training and check boxes, with very little intentionality to a 3 or 6 month follow-up to truly measure if the training has been implemented into the daily practices of the company.

Feedback and follow up plays a crucial role in your people management training, because post what you train , it's important to understand the actual on ground implementation and reception of the training. So constant feedback and follow ups helps you to identify the actual gaps and challenges trainees face to implement on ground.

Before feedback can be provided, we need to ensure there is freedom to speak and a safe work environment for employees. Also ensure everyone has a full understanding of the learning objectives, this improves the morale and motivation of the workforce.

The most long-term value from feedback and follow-up comes from receiving it. Asking for feedback on different training aspects is a great way of setting the tone of the entire conversation as safe and open. In this conversation both parties are equal so the trust is more easily built and maintained. The key to it being successful is giving and asking for very specific feedback, citing examples. This both gives you back, and shows, effort and interest – respect toward each other's work.

The best people to ask this question to are the people you are managing|leading. When we assume things are going well from the top without inviting and truly absorbing, analyzing, evaluating, and revising feedback from those directly impacted by our leadership and management strategies, we are limiting our ability to truly maximize individual, team, and organizational potential.

it's important to remember that transfer and retention are not just about the learners; they're also about the organization. Effective people management training should not only benefit the learners but also contribute to the overall success of the organization by improving the performance, productivity, and morale of the employees.

One effective way is to connect the tangible objectives periodically defined with the competence, skill or any other management tool to be exercised in order to succeed

I have taught and been taught many things over the years and have mostly forgotten them. Follow up at regular intervals, course construction, revision, testing, practice are needed. Refreshers in changed circumstances are also key. A simple one day course has only limited, short term value.

Transfer and retention is taking the feedback and follow-up phase to the next level, collaboration. A group of people can work well only if they work together, isolation is what hinders it.

Our people management training has been highly effective in improving the skills and capabilities of participants. The impact can be seen in increased employee engagement, improved communication, and enhanced productivity. Furthermore, organizations have reported a positive return on investment (ROI) due to reduced turnover and improved team performance.

it's important to keep in mind that impact and ROI are not just about numbers and statistics. They should be viewed in the context of the larger goals and objectives of your organization, and they should be evaluated based on their contribution to the overall success of the organization.

Ultimately, when an organization gets closer to being on the same page or a task is simplified, the relief is felt across the stakeholders, but they won't always track it back to a specific training unless you steer. Intention setting at the start with follow-up days or even weeks after a session is where you find your metrics. When completing a needs assessment, include scaled ratings for how confident and comfortable people are with the subject at hand. Do another rating request before they leave the room and still another after some practice. Include a refresher session that is less lecture, more conversational and include tons of hands on practice as a group to calibrate. In the end, consistency will improve practices and environment.

In approaching impact and, especially, ROI, it's vital to keep an open mind. It's like emptying the entire jigsaw puzzle on the table, turning all the puzzles face up and stepping back to see what patterns emerge, what resources there are to begin with. That's why the current team needs to already work together, i.e well, to be able to fully support data accessibility and visibility.

Executive Commitment: Leading by Example The impact of people management training often cascades from the top down. Executive buy-in and commitment to the training initiative create a cultural expectation that effective management practices are essential for success. When executives prioritize and actively participate in training programs, it sends a clear message that these skills are not just for entry-level managers, but for every level of leadership within the organization.

i think you need to define what is continuous and what is a chapter. Constant iterating has diminishing returns within a topic. If its a new goal or advancement upon iterative success of the prior goal, there needs to be a hard line, so the person iterating doesnt feel like this will never end

“After completing this training, participants will have the skills to systematically analyze existing processes, implement enhancements, and consistently evaluate outcomes, fostering a culture of continuous improvement in their work environment.” This outcome underscores the importance of systematic analysis, implementation of improvements, and ongoing evaluation for sustained continuous improvement efforts.

Continuous improvement is how vision (objectives), implementation, and feedback evolve into a dynamic system. It starts as a cultural commitment to humility, professional growth and to communication transparency, and becomes the process for integrating what we learn when what we expected to happen is not what actually happened (which it never is in a learning environment). When we train managers we don't just 'dump' information. We show them how to collect evidence from their environments, showing where their learning is making a difference, and where gaps persist.

If the collaboration is established throughout the feedback & follow-up and transfer & retention phases successfully, a full loop appears where continuous improvement is a way of existence. This is where the organization stops growing and starts evolving.

Adopting a "continuous improvement culture" is key. It isn't just keeping up with new variables, but setting new attainable standards. Even being first in delivering your service in a new way before anyone else does. Be the one everyone else is trying to keep up with.

When COVID hit, our development manager had just retired. I supported the Chief People Officer. Once we agreed we would not be returning to the office any time soon, we needed to develop a program for our new employees. Since I had experience training and developing Admins, I volunteered to assemble a virtual plan. After significant research, I presented the proposal to my boss and other HR executives. They loved it. I was asked to manage the program, and we kicked it off in just a few weeks. We made tweaks along the way and today, the company is still using the program. It's a great feeling knowing you contributed to the company's success.

The effectiveness of the people management Training depends on 3 main factors: 1- Budget availability for providing the training, applying interventions and following-up; to ensure the training is reflected on employees performance and their own development. 2- The Learning Culture or Learning Mindset, which plays a vital role in sustaining the development of the employees and the organization as a result. 3- The buy-in of top management or the decision makers/takers. If those 3 factors are available, rest assured the effectiveness of people management training will grow along the way which lead to the growth of the organization as a whole.

It doesn't have to be a dull, obligatory affair. In fact, injecting fun into your training programs can enhance engagement, retention, and overall effectiveness. Here are a couple of tips: 1. Gamify the Learning Experience Turn your training into a game. Create quizzes, challenges, or simulations that encourage friendly competition among participants. Offer rewards or recognition for top performers. 2. Storytelling for Engagement Humans are wired to remember stories. Incorporate real-life anecdotes and case studies into your training. Encourage participants to share their own experiences. Making this a memorable training experience will help your people to be more likely to implement what they learned.

I know the impact of learning from the number of people willing to have a private discussion at the day end. It makes me happy & feel trusted by my trainees. And I only leave after the last one of them leaves. They wait & share because they’ve found something useful & insightful in what I did with them along the course.

Develop "prescribed work methods. Functions that metrics can be attained from. Have your SME's be your trainers. Their buy-in from developing the methods will deliver consistancy that is trained to everyone. Feedback and continuous improvements all fall into play with your SME's as well.