Do You Have A Training Strategy for your NonProfit?

Training is more than offering a bunch of courses.  I have worked with a number of organizations that develop a training budget in January and then in September are in a panic to get it spent by year’s end.  Results are usually mixed because there are no clear objectives as to how or what this training is going to do to further the interests of the organization. Employees may have appreciated attending the training sessions but no one is asking the bigger question: “what value has this training provided to your organization?”  

Before slipping a number into your budget that you think will meet the need, I suggest that you develop a strategy .  Then cost it out in terms of the training delivery cost and more importantly the cost of having your employees off work to attend the training.  Your executive team is more likely to support your strategy when they understand how it positively contributes to and impacts the organization.

As the person in charge of the training portfolio you will have to do your research.  Carefully review the upcoming year’s strategic plan to suss out whether there are any major change initiatives being planned that will require skill development or change management.  The cost of a major change whether it be restructuring, retooling or new systems implementation will greatly overshadow the cost of effective training.  And a training strategy linked to this change initiative will be easier to sell to those who hold the company’s purse strings.

Your research should also include reviewing the 3rd quarter performance management results to search for common gaps and deficiencies in performance.  Come up with a training solution and add it to your training strategy.

And don’t forget to check out the climate (employee satisfaction) survey where you will often find useful data on the shortcomings of your organization’s collective leadership.  Identify training solutions to coach your supervisors, managers and directors to create a more hospitable work environment where employees become inspired to deliver higher levels of service.  These surveys can also identify common communication gaps that are causing unrest among the employees.

Finally determine what training you are equipped to deliver in-house and what will have to be farmed out to external vendors. Is there an opportunity to train internal champions and experts to become effective facilitators particularly for skill development?  Is it time to develop a formal mentorship program to share knowledge internally?

These days classroom training is being partnered with eLearning and online learning to create a blended approach to make learning more accessible and in many cases more affordable.  But initially, setting up a learning management system can be expensive and require new staffing resources.  Is this something that should become part of a multiyear strategic plan for you?  Online learning is a great way to provide policy and procedure training and does not need a sophisticated learning management system so it is often a good place to start.  Then you can add complexity each year as these new delivery systems prove themselves.  This is especially a great sell if your organization works from multiple locations.

Talk to your senior leaders. Set up a meeting with each of them individually and  share with them what your research has revealed.  Find out if they have needs unique to their Divisions. Ask for their support in getting the budget for your strategy.  If you’ve done your homework they will listen.

Ramblings About Managing Learning In Organizations

The training and development department is a very misunderstood beast.  In my early years, working in organizational training I was often told that employees go to school and get their education and then they go to work.  I still run into the occasional manager or executive that carries that sentiment.  Why should our organization pay for an employee’s learning?

Having set up and managed a number of training portfolios over my career, I can safely say that the training and development department is often the least understood and most heavily underrated department in an organization’s structure.  We uniquely stick out like a sore thumb in the Human Resources Division but that seems to be the most widely accepted place to park us.

But is it? I guess that depends on what training and development services you provide.  If you are mandated to focus on educating employees on corporate policies and procedures then maybe so.  I always called that  “compliance training”.  We did it less to change attitudes or behaviours but more to cover our collective butts.  For example, if an employee violated our Respectful Workplace policy, their first defence was, “well I didn’t know, no one told me that it was wrong.”  So we educated our employees to read each policy and then sign a paper saying that they had done so.  Then came the next excuse, “yeah, I read it but I didn’t understand it.” So arbitrators started to look for evidence of understanding and that’s when corporate training shifted formally on curriculum development for policies and procedures.  And in many cases, the training department (like mine) came out and said maybe we need to ensure that the training is designed to shift attitudes and change behaviours to create a more harmonious work environment.

That of course elevated the role of training because it required more sophisticated training techniques and also couldn’t be taught in two hours.  Suddenly we expected employees to attend a full day or (heaven forbid) a two-day workshop to develop a deeper understanding of their role in maintaining a respectful work environment.  Many an executive has upbraided me saying, “do you know what it costs to have 600 of our employees out for a two day workshop?  Who is going to  do the work?”  Those executives are probably still puzzling over why there is such a negative culture where they work.  Too bad they don’t measure the cost of that!

In the more innovative organizations I worked in, the t&d department eventually became  mandated to develop a global training initiative.  This included on-the-job training for new technology and new equipment.  It also included leadership development, various organizational interpersonal communications initiatives, customer service and the list goes on.  The largest training department I managed over 25 years had six Training Specialists.  Most had 2 or 3.  Each department became an internal customer and each had their unique concerns that they felt training could solve.  The only thing they lacked was budget.  And of course, the t&d budget was often an offshoot of a larger Human Resource budget so there was plenty of competition for resources. With this expanded role, human resources may no longer be the best place for training and development.  There is a need to be closer to our subject matter experts and more responsive to leadership needs that may not always be in total synch with HR.

As my career progressed Training Departments became “Learning Departments” because the latest thinking was that employees should be responsible for managing their own learning.  Which from an andragogical perspective is true.  “When the student is ready, the teacher will appear.”  Learning is lifelong became a reality because change became the new standard.  The days of starting a career in one company and retiring there have largely disappeared.  Whatever you learned in formal schooling was becoming redundant after a few years on the job. How many mechanics would have dreamt that they would need to be IT Specialists to fix vehicles?  Suddenly every time we changed software systems, equipment, or tools we had to have specialists come in to retrain everyone.  So Training Managers often became Training Co-ordinators whose main challenge was to find expert vendors to deliver training.

Then there was the resistance to the new.  Employee attitudes went downhill very quickly when they found out that because of a technological  change they had been reduced to newbies on work for which  they were once considered masters. This also required  additional training.  How do we teach our employees to embrace change?  Change management programs became standard.  The ones that worked best were the ones that focused on the employee developing an understanding of how they typically react to a major unplanned shift in their life. Leave the past behind you where it belongs and develop yourself for the new!

Change causes stress.  This led to both physical and mental health problems for employees.  It cost organizations significantly in lost work time and benefits payouts.  Resiliency and stress management programs became part of our portfolio of offerings.

In my experience training has made a significant positive contribution to our workplaces.  Organizations that invest in learning reap the rewards.  Those that don’t pay the price in lower productivity, high turnover, legal costs  and poor morale. Technology is also making learning more accessible to all employees through online and eLearning.  It is also making it more affordable.

Learning today, truly is lifelong.  And your training or learning department knows it! Hug your Trainer!

Leadership & Training For Nonprofits Even If Money Is Scarce

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Years ago, I worked for a nonprofit organization providing literacy education to people in rural communities.  I soon realized that I needed much more than my idealism to make it work.  I required marketing skills to attract volunteers and sponsors, volunteer management skills  to inspire and retain a cadre of volunteers, as well as some solid administration and planning skills to meet the demand and ensure that respect and privacy were always top of mind.

Time was always in short supply and I soon had to learn to delegate and to develop a systems approach if I wanted this to be a successful project. I was fortunate at the time to have a strong mentor who taught me the value of collaboration, leadership and continuous learning.

As the person in charge I had to work quickly to build my team.  The two key learnings I received from my mentor was to be an effective leader you have to be a good listener and always be willing  to collaborate.  Meetings quickly became work sessions with clear goals and timelines.  It didn’t take long until we all felt a sense of accomplishment which created mutual feelings of respect and trust.  We developed a collaborative conflict resolution process so everyone felt safe when there was a significant disagreement.  I made sure that everyone felt supported when the need arose.  We developed the attitude that whenever a problem arose or one of us made a mistake, it was an opportunity to learn.

Second to developing strong collaborative leadership skills was developing a program of continuous learning for the team.  With money always in short supply we couldn’t afford to hire consultants or send people off to courses.  So we developed our own training program.  We identified a list of topics that ranged from legislative and privacy concerns, to team collaboration.  We voted and prioritized  14 modules and each of us took one module and researched it.  My job was to develop a training program on basic curriculum design and facilitation skills.  As each team member completed their research they would learn how to design training materials, learning objectives, agendas, and participant guides.  They would then participate in a two-day in-house facilitation skills course where they learned creative ways to share their knowledge.  One team member hosted a series of “lunch-box” sessions with a variety of expert guest speakers that really inspired the group.

I learned early on in my career that training need not be expensive to be effective.  What strategies have you developed to bring learning into your organization when resources are scarce?

 

 

Harnessing the Age of Reflection

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What is your organization doing to retain its knowledge?  With so many employees nearing retirement you may be missing the opportunity to harness invaluable information.

Your long-term employees have the advantage of experience that is specific to your work environment.  Many of them have developed strong relationships and are respected by younger employees. This trust extends to their expertise that will be readily accepted by newer employees.

Start by identifying  the knowledge that you need to capture.

Take this knowledge  from your experienced employees and have them learn some basic facilitation and mentoring techniques and you have developed a vehicle to share knowledge within.

As employees approach the age of reflection some choose to retire and take on new challenges.  But others would jump at the chance to give back what they have mastered over many years.  Many would love the opportunity to shift from full-time to part-time or contract employment.  More and more people are still engaged in some sort of work into their late seventies.

Unfortunately most organizations have not developed a career track for this type of “knowledge capture”.  They haven’t developed a mechanism to identify potential  trainers.  Those that have often don’t provide the necessary training and development for this new role.

Just think of what you lose when these  employees  leave  with  their expertise, and you haven’t harnessed it. This includes broader  industry knowledge along with your organizations operating procedures, systems and equipment familiarity.  And don’t forget all the shortcuts and “better ways of doing things” that they utilize on a daily basis but may never have shared.

To develop organizational knowledge, employers should formalize a plan that includes these four elements:

  1. Transform your long-term champions into Trainers and Mentors as an option to retirement
  2. Develop a  formal collaborative mentorship program and learning environment
  3. Document foundational knowledge
  4. Develop a knowledge transfer program and integrate it into your performance management plan for each employee.

Long-term employees approaching the age of reflection are often eager to share what they have mastered throughout a long and successful career.  Harnessing it is up to your organization!

Travelling Light

 

Book

A Highly Recommend Read!

On this journey of discovery, we strive to understand what motivates us while exploring our true personalities. We reflect on situations that have brought about our greatest learning. It is within these answers that we discover our own fulfillment.

Although the truth lies within each of us, we may be too scared to peel the layers away to discover the real person beneath. It is only through this real understanding that we can accomplish that feeling of bliss that we all seek.

Traveling Light is the self-reflective journey that I share with you in the hope that you open yourself up to an adventure of your own. It is meant to help you create and reinforce your own safe zone of discovery. I assure you it will be a trip worth taking and will be filled with learning that will reflect in multiple areas of your life.

So start this journey today with me. While you make the commitment to invest valuable time in yourself, I encourage you to notice the successes that you begin to create through your own actions and new awareness.


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Nisha Paul is a psychologist who has spent the last two decades focusing on people and organizational development. Born in Mumbai, India, she has traveled and lived in different parts of the world and currently calls Vancouver, Canada her home.

Having studied at the University of Mumbai, India and the University of Nottingham, U.K. she has gained a global academic perspective to complement her valuable life lessons. Along the way she has discovered what truly makes her happy and has created a life for herself that she finds enriching. Nisha also enjoys photography and has used her photographs to illustrate this book.

Motivated to seek opportunities to give back to her community and society at large, she decided to share this literary journey, which is her first. While encouraging her readers to reflect on their own life journeys, she aims to contribute to the collective awareness in our world today.