The vision and mission statement should not only be clear but also be simple, yet positive statements so that that everyone in your organization can comprehend, appreciate and understand it, this way all staff members’ can rally around it. It also has to be relevant to the challenges you have faced and the direction you want your company to move towards. It is very important that the leader share this vision daily with his or her staff throughout the organization and to inspire managers and employees to do the same. Invite the entire workforce within the organization to join in and energize them towards a common vision, goal and destination. Once the vision of your organization is shared among the staff, show people by example just why and how the vision and mission statements are essential to each person in your organization and show them how they can contribute to this vision. This empowers the staff to be themselves and generates a sense of belonging and loyalty within the organization.
One way to really show your staff how important they are within the organization is hold a contest of sorts, let them write the vision/mission statements. Have the managers select the winning one and as the head CEO lead by example and to do that, follow the vision statement the employees wrote. This will help motivate people and give them more of a feeling of ownership which brings with it loyalty. This loyalty will bring motivation to other staff members and new hires. The management should identify the sought after performance motivation through training, education, and having an open door policy. If staff members are well-informed of the company’s mission, vision, values and goals, they being to work towards those goals, seek training to achieve the company’s goals. Once employees sense that they are a recognized, relevant and an important member of the company, they are more prone to be involved and interested to learning techniques to develop into a more effective member of the staff and the company as a whole.
Center the educational training on a several fundamental issues. Train to those results and acknowledge that the education may require to be presented in various forms. I believe it is important to choose relevant staff members for training. Present explicit objectives that are needed as a result of the educational training, as well as the anticipated achievement results. It is necessary, in order for the training, to be effective that the objectives are evaluated and reemphasized, so that the employees (myself included) can leave the training (How to Improve Your Training Outcomes), not just with the extra education; but also that can I proceed to my workstation with more confidence and enthusiasm with my place within the medical center. I know I feel much more comfortable and yes, motivated, to do a better job with the more I comprehend, through added education and training, as to how the system works as a whole.
Another important aspect of training is the trainer/instructor, the employee that is designated to be an instructor is humble. No matter what an employee thinks they know about the process, there are others that know more. Being humble allows a trainee to absorb information and not put their opinions, preconceptions, etc. above what they are being taught by the instructors. Also, training needs to fit the skill set of the employee. If not, the trainer is doomed for failure. Once the skill set has been identified and achieved, then the employee can be trained to a higher level. Also, a trainer must provide positive reinforcement. How often do you turn off a trainer who is negative and points out failure during training? Many times I bet, I know I have….Positive reinforcement and patience must be practiced by the trainer. Even after each individual had their training and received their education on the company’s expectations, it is imperative, I believe, to have an open dialogue with each staff member.
To provide positive feedback on their achievements,’ it is equally just as important to listen to any difficulties the staff member may be having, even with the extra training; measure, each individual’s production, applying a relevant evaluation. If an employee is not producing as expected, ask why that is, listen to what the staff person says, and then if needed, and implement whatever the employee requires to reach the coveted standard. Once employers have affirmed precisely what the intentions and the goal for the training and educational programs are, then the specifications of what is required can be recognized and obtained. Learning exercises empower employees to prove to management, as well as, demonstrate they have obtained the sought after abilities and expertise to complete the tasks at hand.
I truly believe with being able to show what they have learned by implementing the training into their work it gives the employee motivation, makes them feel more comfortable in what they are doing and gives them a sense of belonging. To ensure, employees carryover the abilities, skill and the knowledge, from the training and educational programs to the job, the learning circumstances should resemble the actual job as exactly as feasible. Consequently, employers may want to determine the goals and actions in a sequence that corresponds to the method in which the duties are to be completed on the job. In order to encourage the staff to pay attention and absorb the material that the company’s trainer is presenting, staff members must be persuaded and convinced of the significance and importance of the education being given.
Among the techniques of improving motivation are to define the goals and aspirations of the education; relating the training to interests, abilities, and experiences of the employees; describing the principal ideas to be presented during the training session and pointing out the benefits of training. The desired outcome of training an employee is to impart a skill set. In other words, the desired outcome of the training process is that the employee is sufficiently skilled in performing a task (Training Goals and Outcomes); so (s) he can pass a proficiency test demonstrating the skills learned from the training. Also, that they can take the training and apply it to their job responsibilities, with motivation and a sense of belonging.
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