Coaching & OJT: Two Ways to Solve Three Employee Development Dilemmas

1. Coaching & OJT:Two Ways to Solve Three Employee Development Dilemmas SAHRA August Monthly Meeting Dennis Wade – dennis@ppldev.com

2. Objectives • Address three employee development dilemmas: • “I have a limited budget for training classes.” • “Back on the job, my employees don’t apply what they learn in training classes.” • “There isn’t a specific class for what my employees need to know.” • Stimulate participants to get employee development off the “back burner.”

3. Agenda • Overview • How coaching addresses the three dilemmas • How OJT addresses the three dilemmas • Comments and questions (also any time during presentation)

4. How Coaching Addresses the Three Dilemmas 2

5. Coaching Is… Helping another to achieve her/his goals by empowering rather than telling Affected by the changing paradigm of management

6. Two Hats of Management Managing Focuses on getting things done Getting things done: directing by telling • Coaching • Focuses on developing people • Developing people: guiding by asking

7. Which hat? An employee needs you to bring in a temp to help complete a project An employee doesn’t have a specific required skill An employee doesn’t meet expectations from time to time Your boss is hindering the progress of one of your employees Your team needs a new tool to do a task An employee consistently doesn’t meet expectations

8. Coaching Opportunities Coach an employee when she/he needs: OJT Encouragement Motivation Alignment Realignment

9. Coaching Model

10. Exercise: Asking Questions Gather into pairs: One person is the speaker and one the listener. The speaker talks about a problem at home or work. The listener participates in the conversation, trying to solve the other person’s problem. HOWEVER, the listener can only ask questions (no advice). Change roles when Dennis gives the signal. Some possible problems: I have a co-worker whose negativity bothers/irritates me. I can’t make up my mind about what kind of car to buy. I can’t get my teenager to clean her/his room.

11. Effective Communication Notice Be flexible Outcome Internal state

12. Coaching Also Involves Well-formed outcomes Backtracking (paraphrasing with their words) Challenging Precision model

13. How OJT Addresses the Three Dilemmas 3

14. Background OJT and SOJT The value of SOJT OJT vs. SOJT What does it take?

15. The Value of SOJT Training is consistent Proven system: trained the same way Training is efficient Proven process: trained in less time Training is effective Proven methods: trained right the first time

16. Informal OJT vs. Structured OJT • Done at or near the job site • Provided by peers • One-on-one or small group • Trainees takes notes while peer demonstrates • Unsystematic: “Let me show you…Got it?” • Done at or near the job site • Provided by job experts • One-on-one or small group • Job experts create materials for trainees • Systematic: scheduled, consistently demonstrated, tested, and measured

17. What it Takes

18. What is a job aid? A task or procedure written in a format that helps trainers do a better job and helps employees learn more effectively Use job aids to teach employees a variety of work-related skills (e.g., write reports, create purchase orders, analyze policy). A job aid should be SMART

19. SMART Job Aids S - Start the task when they should M - Get the correct materials A - Perform the correct actions R - Produce the desired result T - Meet task standards

20. Wrap-up Final questions or comments? dennis.wade@ppldev.com (916) 337-8255 Thank you!