When is training right?
In "Using Training to Fix Problems: When Not to Do It", we noted that the first step of problem solving is analysis. Problems related to agency systems or personnel issues are not likely to be solved by training.
Training Does One Thing
The only thing training can do is address the deficit of skills in your staff. That's it. Skill deficits are a perfectly natural occurrence for every employee in every manner of business. And, while they appear in an infinite variety of forms, the plain truth is that skill deficits can only be caused by two things:
- The employee has changed.
- The job has changed.
Employee Change
The 'employee change' scenario might be one in which the person is newly hired. It also might include a talented veteran who is ready to expand responsibilities and competencies. Some would suggest that employee change includes simply forgetting material they once knew; however, the only time that is likely to happen is if skills are not practiced on a regular basis. If that's the case, how important can those skills be? Why bother with re-training them?
Job Change
The 'job change' scenario is a much more dynamic category. It includes things such as policies and procedures that have changed; or perhaps the people whom you support are gaining skills, losing skills or voicing new preferences. Perhaps a new person has moved into the home, bringing along a whole new collection of choices, medical needs, or communication and behavioral idiosyncrasies.
Is there a skill deficit?
Sometimes it's a matter of determining whether or not there is a skill deficit. What kind of individual or situation are you dealing with? Ask yourself, "Is this person a 'doesn't-know-how'? Or, is this person a 'knows-how-but-won't-do-it'?" If the person you're dealing with is the latter, don't waste your time training because there's no deficit of skills.
On the other hand, you might want to have a word with the person's supervisor because, when it comes to directing staff, it appears that they may either be a 'doesn't-know-how' or a 'knows-how-but-won't-do-it'. Sometimes it's a matter of determining with whom the skill deficit lies.
Trainers and managers (whether they are two different people or one and the same) often need to abandon their love for the "notion of training" in favor of deciding at each new problem whether or not the expensive process is the appropriate solution.
David Morstad, M Ed
Chief Communications Officer
Bethesda Lutheran Homes and Services, Inc.
About David
Top
A place to share your staff education experiences and tips with other readers, ask questions, and suggest topics for future articles
This Issue in the Mail Bag
In this issue we pose the question: Which of the following do your staff training efforts most often address?
- New hires
- New policies, procedures and internal systems
- Forgetful employees
- Responding to the changing needs of the people my organization supports
Visit the SIDELINES Mail Bag to submit your answer, respond with your own experiences, or suggest topics for future issues.
In the previous issue we asked how you have successfully worked with supervisors to analyze and develop solutions for problems that aren't training issues.
Ellen Hierl of Wisconsin wrote back detailing her encounter with a request for training on common sense. Yes, common sense.
Read Ellen's response
Top
Bethesda's newly released staff development video, Understanding Behavior: Building Positive Supports, is here!
Understanding Behavior: Building Positive Supports
Behavior is a message that can tell us important things about a person and their quality of life. In this video we will discuss how behavior serves as a form of communication, what a person's behavior may mean, and how staff interactions can impact an individual's behavior.
After completing this program, the learner will:
- Describe ways in which behavior is communication.
- List and describe three broad factors that influence behavior.
- Describe ways in which staff can influence behavior.
- Describe characteristics of quality interactions.
- Describe the process of intervention and redirection.
Learn more and view a preview of
Understanding Behavior: Building Positive Supports
Top
Subscribers to SIDELINES are automatically entered in a monthly drawing for a FREE single videotape of their choice. If you receive an e-mail from SIDELINES with subject, "SIDELINES Videotape Drawing," all you have to do is reply within one week and the video of your choice from
Bethesda's Staff Development Catalog is free!
Do you have friends who would be interested in receiving SIDELINES and being entered into our monthly drawing? Just forward your copy of this e-mail to your friends. All they have to do is use the information at the end of this e-mail to sign up.
Top
Bethesda's Develop Your Staff Section
www.blhs.org/resources/developStaff/
Bethesda's Staff Development Catalog
New releases
- Understanding Behavior: Building Positive Supports
- Safe Driving
www.blhs.org/resources/developStaff/catalog/
Bethesda's Staff Development Workshops
Request a reminder e-mail when the 2004 schedule is available.
www.blhs.org/resources/developStaff/workshops/
SIDELINES's Home
Browse previous issues
www.blhs.org/resources/developStaff/sidelines/
SIDELINES's Mail Bag
Vote in our survey!
www.blhs.org/resources/developStaff/sidelines/mailBag/
Top
Celebrating a century of service for people with developmental disabilities
About us
Your comments are encouraged.
Bethesda Lutheran Homes and Services, Inc.
Attn: National Christian Resource Center (NCRC)
600 Hoffmann Dr.
Watertown, WI 53094
ncrc@blhs.org
1.800.369.4636, ext. 4449
920.262.6513 (fax)
www.blhs.org
Top
If this e-mail has been forwarded to you and you would like to receive future editions of SIDELINES, visit
http://www.blhs.org/e/go.asp?sm=sidelines to sign up.
To unsubscribe, send a blank e-mail to
providers-signoff-request@listserv.blhs.org
Do not use the Reply button; just click on this link and send the message. This will remove you from the active subscriber list.Top
© 2004 Bethesda Lutheran Homes and Services, Inc.
