トレーニングが答えなら、問題は何?パート IV: オンザジョブ・コーチングを行う

What support do people need to successfully use new ideas back in the workplace?

Using new ideas during a workshop vs. applying them in the workplace are two very different situations. In the workshop the issues may not be real or may not be of the moment. The workshop leader and other participants provide support in using the new ideas. To reinforce using the new ideas back at work, real-time guidance should be available from skilled practitioners of the new ideas. Skilled coaches can monitor application of the new ideas and provide useful feedback.

It is important to identify the capabilities and characteristics that these coaches or mentors need to have and to set clear expectations for their role.

Characteristics:

  • 社内で信頼されている(知識・能力のある人物として知られている)。
    新しいトレーニングを使って、他の人を批評することに抵抗がない。
    変化を起こし、それを持続させる意欲がある。
    仕事の時間の大部分をその努力に割くことができる。
    研修内容を業務上の課題に適用することができる。

Expectations:

  • 経営者が期待していること
    他人を指導するタイミングをどのように見極めるか。
    コーチングやファシリテートを行っている間、誰が日常的な責任をカバーするのか。
    効果的なファシリテーションやコーチングを行うためには、どのようなことが必要になるのでしょうか。

ストレスがかかると、人はしばしばコンフォートゾーン、つまり「いつも」行われてきた方法に戻ってしまうものです。そのようなとき、コーチがいれば、何がうまくいっているのかを認識し、どのように改善すべきかを指導することができます。

事例紹介

In this blog series we have drawn from KT’s experiences helping clients achieve targeted results through training by structuring and supporting the training to achieve specific objectives. The following are examples of how organizations used coaching and facilitation to transition new skills to the workplace.

To support the adoption of new procedures that integrated new skills, a telecommunications and wireless device company created several positions within the company, one of which was to coach and support engineers who had completed training in using the new common procedures while working with clients.

Managers in a pharmaceutical company recognized that adopting a common approach to conducting and documenting investigations represented something of a cultural shift for the supervisors who represented the primary writing population. They also recognized that QA would need to be a part of the change as they were the reviewers of investigations and the initial source of feedback about the quality of the investigations. So, they identified a select group of QA auditors to train as facilitators to coach corrective and preventive action teams.

The hospital group of a large healthcare services provider certified six employees, who are part of a shared service in the quality division, to offer monthly KT Problem Solving & Decision Making training classes and facilitation services. They train over 200 people a year and provide ongoing facilitation help and coaching. People who have been through the training can contact the coaches at any time to facilitate, coach behind the scenes and help with planning.

A computer chip/electronics manufacturer recognized from the beginning that coaching was an essential component in their improvement efforts. After the completion of the first workshop, the participants continued working on and successfully resolved important issues begun during the workshop. In addition to training close to 100 people in effective troubleshooting and decision-making techniques, they trained three program leaders to train additional troubleshooters on an ongoing basis and seven facilitators to travel across sites and lead groups of troubleshooters in tackling complex issues. The strongest performers have become in-house coaches.

After structuring training so that it is sure to address the desired business results and delivering the training, new skills must be transitioned to the workplace to support their ongoing use. This is done by integrating new skills into procedures  and supporting their effective use with coaching and facilitation. Next time we will look at the role of “the human performance system” in helping organizations meet objectives through training.

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If Training is the Answer, What is the Question? Part I: Four Principles
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トレーニングが答えなら、問題は何?パート II: トレーニングを構成する
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トレーニングが答えなら、問題は何?パート III: 新しいスキルの統合
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トレーニングが答えなら、問題は何?パート5:新しいスキルを業績に反映させる

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