HR needs to find the ideal mix of training to improve performance pt2

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Written by Joan Tanner on 27 February 2017 in Opinion
Opinion

Joan Tanner concludes her two-part feature about HR finding the right training mix.

Emotions and self-worth, continued

Anger, rejection and sadness result from undesired events such as poor feedback, poor interactions with colleagues and not achieving goals. Negative emotions can be destructive in the organisational workplace; but they can also inspire bursts of valuable individual action to change situations that aren’t working the way they should.

With this in mind the hope is for a HR department to promote positive relations and opportunities such as training and team building to help manage and channel negative feelings and increase self-esteem. 

HR must work with team managers and leaders to develop a rapport and understand employee skill sets as individuals and as a team. Allowing employees to develop and progress in an area where their skills improve or they have an interest can be effective to keeping them engaged in a project or goal.

The correct delegation of work to the right skill set or interest lowers the risk of employees feeling out of favour, invaluable and working under frustration, thus lowering self-esteem. The manager or team leader must essentially align tasks and workloads to match personal skill sets and motivation levels using the training opportunities and resources driven by HR.

This level of gain in self-worth increases automatic involvement in the business and further establishes a sense of commitment to the role. 

HR should aim to build a training package to increase skills and improve performance around the principles of praising and celebrating individual and team success. This sense of appreciation and gratitude will push members of the team, and in turn the team as a whole, to strive for productivity. 

Through the process of development credit can be given where credit is due, but employees making mistakes is just as important as long as they have the opportunity to learn from mistakes and be coached along the way.

From a HR point of view when establishing training for performance this marker of mistakes or slumps in performance can be used to adjust future training styles and intensities.

Feeling of empowerment
To increase performance and productivity employees need to feel empowered, they need to understand their roles, they need to be interested and have the opportunity to use their skill. The balancing act by the business, including HR to enable the qualities of an employee to be of best interest for the team is difficult.

But by acknowledging and approving positive behaviour through training and personal developments increases the opportunity for consistent positive behaviour, and consistent results. 

Organisational training and personal development objectives can work in very different ways across different organisational levels. The opportunities for training and personal development must include the right mix of intensity, participation, and enjoyment to be effective.

Each opportunity must work towards developing self-esteem, self-worth through improved employee skills and setting achievable targets. The hope is for businesses to train, develop and manage their employees as individuals, try to understand their way of working, their position in the business and what the future may hold, as an individual and as a team.

Read part one here

 

About the author

Joan Tanner is highly experienced trainer from Souters Training. She has designed and delivered training courses to a wide range of organisation both in London and across the world. 

 

Read more about performance management here

And more about engagement here

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