Training Plan Development
In this installment of Training Plan Development via Task Assessment, we will turn the example task assessments created in Part 2 into training plans, each customized for an individual employee. A sample training plan document is presented and used as a vehicle for discussion of important aspects of training plan execution.
Some may question the need for a separate document, preferring to reference only the task assessments during training. A separate document is advantageous for the following reasons:
The automotive repair shop apprentice’s training plan is shown below:
Several aspects of this training plan warrant particular attention:
The optical glass reticle manufacturing training plan is shown below:
To illustrate potential variations in the execution of training plans, the manufacturing example is presented differing from that of the service example. Aspects of this example that warrant attention include:
As stated in the opening, completed training plans should be retained as a permanent record of an employee’s qualifications. Additional forms should be added to employees’ files as new responsibilities, new technologies, or other changes to the work environment require updated skills. Completed training plans should be used as direct inputs to an employee’s Skills Matrix, if one is maintained. Referencing these records can inform decisions about new assignments, promotions, or future training required to support the organization’s evolution.
In the final installment, Part 4 provides a comparison of the Parker and Kleemeier method and Training Plan Development via Task Assessment. The methods used and the results of each will be compared, presenting advantages and disadvantages.
[Link] Parker, Willard E. and Kleemeier, Robert W. Human Relations in Supervision; McGraw-Hill Book Company, 1951.
Jody W. Phelps, MSc, PMP®, MBA
JayWink Solutions, LLC
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