8/30/2011

Learning Objectives
As a result of this training experience, you will be able to: List the six steps required in planning training courses. Explain the value and importance of carefully planned training courses. State two basic types of plans.

Planning

PRE-PLANNING
Who gives you your training assignments?

PRE-PLANNING
What questions must be answered before developing a training plan?

Do you always receive an assignment from someone else?

Planning

Step 1.

DEFINE THE TASK

Whatwouldweneedtoknowaboutthe assignmentbeforeweaccept?
All the facts and figures: where, when, how, what and who The objective or goal of the assignment: what we are trying to accomplish

8/30/2011

Step 2.

IDENTIFY RESOURCES

Step 3.

CONSIDER ALTERNATIVES

When we consider the resources needed and available, we need to ask ourselves: What resources do we need to accomplish the task? What do we already have? Where do we get what we dont have? Are there any resources that require special attention, advance planning, or significant expense? Are there alternatives?

This step relates to alternate methods and procedures for a training course. These might include: What kind of training aids should we use? Which technique will be best for getting the message across? How should we arrange the tables and chairs?

Step 3.

CONSIDER ALTERNATIVES

Step 3.

CONSIDER ALTERNATIVES

This also relates to emergencies or the unexpected. We should have a backup plan (Plan B). Are we prepared for equipment failures? Do we have an alternative session element ready read to use while a problem is corrected? se hile Do we have backup presenters in case a member of the training team suddenly becomes ill and cannot attend? Do we have modules that can be compressed or deleted if there are time constraints? As trainers, we must set a good example. If training courses are to run smoothly we must be smoothly, prepared for the unexpected. We need to decide which options are best, and what alternative measures should be taken.

Step 4. CREATE THE PLAN

Creating a workable plan can be a challenge. Training session outlines are provided in BSA training manuals. We need to fill in the blank spaces spaces. A written plan tells everyone concerned what is expected, and when. It provides a permanent record that will be helpful the next time we conduct the course. It can serve as a backdated checklist

Step 4. CREATE THE PLAN

We should always create our plans in written form. We may want to include events that precede the training course, as well.

8/30/2011

Step 5. WORK THE PLAN

Be sure you are ready. Review the previous steps. Do it! Hold the training course. Follow the written plan, but be flexible and make any adjustments needed.

Step 6. EVALUATE
What should we evaluate about a training course?
Did we accomplish what we set out to do? Will we conduct it the same way again? If not, what changes would we make?

BENEFITS OF PLANNING
We all know that problems occur from poor planning, but what benefits can we expect from good planning?

BENEFITS OF PLANNING
Trainers build confidence and skill in handling training aids and equipment. Leaders receive accurate and complete information, and do a better job as a result. j Trainers know what is expected. Trainers stay within the time limits. Trainers give enthusiasm and confidence to other leaders. Learning objectives are achieved.

TWO TYPES OF PLANS

There are two types of plans that relate to training: SHORT-RANGE PLANS LONG-RANGE PLANS

8/30/2011

SHORT-RANGE PLANS
Meet a particular objective in the near future Cover a limited area of training Answer the question: Are we doing things right? Should fit well within and contribute to long-range plans
Plans for basic training sessions for new leaders who have just been recruited Plans for a den chief training conference Plans for training roundtable staff members

LONG RANGE PLANS

Cover a longer time May include a variety of different types of training Some examples:
An annual plan, including Fast Start and basic training Makeup training sessions k i i i Den chief training Regular monthly roundtables Supplemental training Personal coaching Self-study

Some examples:

LONG RANGE PLANS

We should not overlook the importance of long-range plans in providing a total leadership growth and development program for leaders.

SHORT ANDLONGRANGEPLANS
Bothshortrangeandlongrangeplansaredeveloped usingthesixstepsdiscussedearlier. Planningiscrucialinadministeringaneffective Planning is crucial in administering an effective trainingprogram.

SUMMARY
A well planned training course is easier to present and easier for participants to understand. The process permits each planning step to be revisited whenever necessary. On-going improvements make training more effective.

8/30/2011

Barriers to Effective Planning

1.

4.

External Inflexibility (no control over these issues)

a) b) c) Political Climate attitude of govt./ taxation policy/ financial institutions Trade Unions Technological Changes rate and nature of changes

Difficulty in Accurate Premising

Error in forecasting Minimizing margin of error by suitable forecasting Environmental assessment social, technological and other changes

2.

Problems of Rapid Change

Problems faced in long term plans more than short ones Extreme change in rapidly changing environment result in failure

5. 6.

Time and Cost Factor Failure of People in Planning

Some people involved in planning process fail to formulate correct plans No plan B as alternate Lack of commitment Strategic planning Excessive reliance on past experience Lack of coordination b/w low mid top mgmt. lack of adequate control techniques

3.

Internal Inflexibility
a) Psychological inflexibilities resistance to change; rigid behaviour; unwillingness to change Policy and Procedural Inflexibility policies / guidelines drafted meant to facilitate managerial actions often leave scope for managerial initiatives/ flexibilities. (Managers plan for future which is not static BUT rules are .) Capital Investments once the funds are invested in fixed assets the ability to switch future course of action becomes rather limited

b)

c)