How to go from know-how to knowing-how-to-train???

This is one of the most difficult challenges facing team leaders, foremen or supervisors. An inadequately-trained employee will make mistakes, be difficult to coach and have a tendency to distract co-workers, thus leading to unruly and sometimes even dysfunctional behaviour.

So many problems could be avoided if only we knew how to transfer experience and know-how to new employees.

Today’s team leaders, foremen and supervisors must not only possess the technical and operational skills required for their line of work, but they must also develop good team-management skills.

This training program brings a new dimension to the position of foreman or team leader by enhancing not only leadership skills, but also developing training and coaching skills.

Foremen, team leaders, supervisors, superintendants, etc…

1. Improve individual performance through appropriate training
2. Obtain better collaboration from team members in view of improving overall team performance
3. Create a healthier working atmosphere through extensive sharing of know-how
4. Develop team spirit
5. Contribute towards improving work organization

1. The Training
   • Identify training need(s)
   • How to train
   • Who to train and what for
2. Coaching your team can also mean training your team
   • Plan, make/do, check, take action
   • Problem solving
3. Ongoing training and improvement
   • The 5S methodology
   • The Kaizen continual improvement philosophy
   • Scheduling the team’s activities

1. Train your staff
2. Develop team spirit
3. Improve team performance
4. Improve work organization

1. The training
   • How to train within the company
   • What is the teaching method? What is andragogy?
   • Understand and respect the steps to be taken when preparing content and training programs
   • Identify the training need(s), the problem to be solved, the skill sets to be taught
   • Prepare a diagram of the required skill sets and determine who will be trained to do what
   • Determine pedagogical and operational target objectives
   • Content and flow:
     • How to determine the training content
     • How to formulate the content and flow using examples, analogies and anecdotes
     • Develop the pedagogical support (manuals, communication methods)
     • Make see, make do, make say
     • Teach successful standards leading to expected improvements
     • Manage learning paces and handle uncomfortable situations
   • Validation:
     • Measure the levels of autonomy achieved
     • Develop an evaluation process
   
   
2. Coaching your team can also mean training your team
   • Develop, understand and share one means of communication and communication models
   • Preach by example
   • Plan, make/do, check, take action
   • Use precise words and make sure you agree on the meaning of the terms being used
   • Justify the problem-solving process
   • Propose and choose the different problem-solving techniques that work for you
   • Organise and lead meetings in an efficient manner


3. Ongoing training and improvement
   • The 5S methodology
   • Maintain a safe and successful working environment
   • Share the 5S philosophy
   • Develop the 5S mentality in the workplace
   • Formalize operational practices
   • The Kaizen continual improvement philosophy
   • Get every team member involved in the motivation factors
   • Share the know-how and encourage versatility
   • Define your priorities
   • Schedule the team’s activities

• Andragogical approach taking participant characteristics into consideration
• Statements and discussions
• Practical exercises
• Case analyses in groups