What is training
TRAINING IS GIVING A DARN ABOUT YOUR PEOPLE.

TRAINING

Webster's seventh new collegiate dictionary–n, (1) the act, process, or method of one who trains (2) the state of being trained, train, (v) (1) trail, bray (2) to direct the growth of (a plant) usually by bending, pruning and tying (3a) to form by instruction, discipline, or drill (3b) to teach so as to be fitted, qualified or proficient (4) to make prepared (as by exercise) for a test of skill (5) to aim at an object; bring to bear vi (1) to undergo instruction discipline or drill.

Training is an orderly, systematic way of teaching someone to do something with a clearly defined

objective.

Training is a skill that can be learned and improved with practice.

Training goes on everyday – your employees observe the way you act and conduct yourself and are thereby trained by example. They pattern themselves after you dress, manners, personal motivation, attitude, appearance, work habits, in short, everything. EXAMPLE: Don’t rush into the vehicle and begin to drive without doing a vehicle safety check first.

Training begins with the first minute a new applicant reports for work and continues throughout his/her training, retraining, promotions, and job changes, regardless of time on the job.

Training becomes a continuing project, one that is never quite finished.

Training is a clear indication of a manager's overall ability.

The people they train judge a manager or driver trainer.

WHY SHOULD WE TRAIN

You’re an investment in a new employee.

Managers are only as good as the people who work for them. If the people on down the line don’t have the proper skills to do at least an adequate job, no matter how good the manager is, there is bound to be trouble.

All of our problems can be directly related to and corrected by training.

Turnover, student and client relations, cost per mile, run forecasting, and on and on until we hit the bottom line.

Training is another way to let the employees know that we are interested in them and their development.

Employee morale is high where professional training takes place in a regular and scheduled way.

If you or your people are to be promoted, they must be trained and replacements ready to take your places, or you could be held back.

Manager, driver trainer, dispatchers and shop foremen are not born, they are trained. When employees are not trained to do the job safely and the correct way, they will do it their way.

A trained employee is capable of training others, another extension of a good manager.

Imagine opening up school in September with a crew of people, none of them ever worked in pupil transportation, or had been trained. You would have chaos. You would run out the door screaming or do something else, but one thing would be for certain, school would open anyway.

How many times does the loss of one key employee disrupt the smoothest running part of the operation?

Do you think we should train and retrain and cross-train?

Managers say they don’t have time to train; we as managers don’t have time NOT TO TRAIN.

HOW TO TRAIN

TRAINING METHODS- Each has its own place and purpose.

a. Individual instruction, for a particular skill.

b. Group instruction, to correct without offending someone, for explanation and demonstration, to show the right way.

c. Written instruction, changes in policy or procedures.

d. Any method will work using the following principles of training:

I. PREPARE

The Trainer

a. Prepare a training plan.

b. Make an analysis of the job to be taught, show all operations, steps and job knowledge.

1. Make three columns as above and list the major operations, the steps for each operation and, in the knowledge column, list all the tricks of the trade. This insures that all trainees will get the same uniform instruction.

a. Recognize the objective, to train a person to become the safest driver on the road.

b. Schedule the training to meet the objective.

c. Prepare a job analysis to meet the objective.

d. Establish the J. O.P. (Jumping Off Point) of the trainee (where he/she is now) and start a little lower so the trainee can relate to the presentation.

e. Have everything ready, tools, materials, time so that there are no interruptions.

The Trainee:

1. Prepare the trainee for instruction by using the orientation check list for a new employee (see record-keeping section).

a. Explain the job and its importance. Create an interest in the job on the part of the employee.

b. Show the employee around. Introduce him/her to co-workers.

c. Explain what is expected of the employee, job description or guide.

d. Explain the nature of the job purpose, relationships, accountability and authority.

II. PRESENT

1. Demonstrate under actual operating conditions. The advantage is that the trainee can actually see what he/she is to do. The hand is quicker than the eye holds much truth in training. The disadvantages are that the trainee may become confused by what is going on and may not grasp some of the basic procedures or steps.

2. Demonstration in the classroom will eliminate some of the above problems but creates

another. The trainee learns under ideal conditions, which seldom occur on the job.

3. Explanation by combining demonstration with explanation, the strongest points of each method are emphasized, creating the best of two worlds.

a . Follow the job duties.

b. Explain and demonstrate one step at a time.

c. Stress key points.

d Use simple language.

e. Don’t give too much information at one time.

f. Give reasons for methods and procedures.

g. Don’t do all the talking. Encourage feedback.

h. Set a high standard.

i. Give everything you want back, but no more.

III. PRACTICE

a. Have trainee try out the job.

b. Have trainee tell the how and why of what he/she is doing stressing the key points.

c. Correct errors and omissions, but:

a. Avoid criticism.

b. Compliment before you correct.

c. Accentuate the positive.

d. Encourage the trainee.

e. Get back everything you gave the trainee.

f. Continue until you know that the trainee knows.

IV. PERFORM

a. Put the trainee on his/her own to do the job.

b. Encourage questions - be sympathetic.

c. Check trainee performance frequently.

d. Give trainee frequent, positive feedback.

V. TRAINING HINTS

1. Individualize your training efforts. Recognize that some people learn faster than others, some learn better with different methods.

2. Be thorough. Don't proceed to the next step until you are sure the trainee has mastered the present one.

3. Test your training at every step. Maintain an attitude of helpfulness rather than criticism.

4. Let the trainee know how he/she is doing. Be fair.

5. Work from the known to the unknown. Build the foundation before the roof.

6. Don’t be a show off.

7. Don't make the trainee look foolish.

8. Get training aids from personnel office, schools.

9. Films from A.A.A., N.S.C. and State safety dept.

10. Make training a part of everyone's job from trainer to vehicle washer.

VI. Special Training

1. Retraining an older employee and or cross - training.

a. Boost employees self esteem.

b. Explain why you are retraining or cross-training employee.

c. Get employee to talk about his/her job.

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