Module 5 - Training and Development Strategies

what elements should be included in an orientation

• review of organizational culture (vision statement and employee behaviors)

• review of organizational structure

• review of legal needs for that organization

• review of employee benefits and areas to go for information

purpose of policy and procedures

creates parameters and rules for how things are done

• may be specific to very broad

• explains how processes should be done by an employee

• creates uniformity and standardization

• creates knowledge and allows the employee to have reference when needed

elements of a training schedule

• should be a calendar schedule

• based on job position

• goals should be included with instruction

• start with the areas of the pharmacy

• from easy to difficult

mentor programs

• allows new employees to have someone to talk to and ask questions

• new employees can learn the culture and the “ins and outs” of the organization

• good for positions that allow self-paced/self-exploratory methods

how to engage employees

• feedback (listening, delegation)

• approach (leadership, managing, coaching)

• follow through (do what you say)

tuckman team development model

• forming = lack of clarity about purpose, members do not know each other, superficial discussions

• storming = disagreement, express frustrations, challenge ideas, learn to use conflict constructively

• norming = create new guidelines, re-interpret goals, “competitive cohesion”

• performing = agreement on goals, roles, norms, creative confrontation and innovative approaches

adjourning = disbanding once the goals have been achieved

define the G in GRPI model

Goals → team and individual level; “what will we accomplish?”

define the R in GRPI model

Roles → facilitator, coach, sponsor, team leader’ “who will do what?”

define the P in GRPI model

procedures/processes → team norms (ground rules) / problem solving and communication; “how will we get it done?”

define I in GRPI model

Interpersonal relationships → process check as the coach; “how are we getting along?”

what are the elements to establishing partnership as a coach

• purpose = express optimism and enthusiasm; agree on coaching opportunity

• process = steps in the coaching map; how we’ll work together

• benefits = to them, you, and the organization

• roles/responsibilities

• next steps

What are the GAPS in an organization

G = goals ( what the individual wants to achieve; short and long range)

A = abilities (what abilities do they demonstrate competence, which skills do they need to develop)

P = perceptions (how you and others see the individual’s performance)

S = standards (what organizational standards the individual must meet)

list methods to get engagement from employees

• surveys

• programs

• employee involvement

• employee growth

• administrative concern and involvement