Page 301 - Psychological Management of Individual Performance

286 enhancing performance through training
HOW TO INVOLVE AND CONVINCE SENIOR MANAGEMENT

Senior management is an integral partner in the training process. Training initiatives
easily become a waste of time and money if the entire learning process is not in line with
the senior management’s overall strategy for the organisation.
Once the training needs analysis has been completed and the training goals and design
have been established, then it is time to present the concept to senior management in an
effort to gain their commitment. They will need to see the main benefits of the training
programme, the amount of time it will take, the costs, and what their role will be in
ensuring that the whole programme is a success.
Management has several responsibilities in ensuring that the programme runs success-
fully. First of all, they need to send the right people for training, which means that they
have to be familiar with the programme content as well as the requirements of the future
participants. They have to commit time and money in order for future participants to be
able to attend the training course. In addition, they have to initiate pre-training discus-
sions with future participants to discuss learning goals and expectations. Furthermore,
they need to arrange a follow-up session in order to reflect upon the main learning experi-
ences with the employee, evaluate progress and to agree upon new areas of responsibility
in which the participant can practise his/her newly acquired skills.
If the newly appointed manager cannot practise newly acquired skills, and if there
is no feedback on his/her improvement, then the effects of the training course will be
minimal. Figure 13.4 shows the different responsibilities of a senior manager as a coach
in the training process.
Some management courses involve senior managers directly in the training process.
They enter into discussion with participants, talk about the participants’ new roles as

Appraisal Interview
Feedback on training needs, agreement on development plan,
application for a training course

Pre-Training Discussion
Definition of training and learning goals, feedback on
development needs

Training Intervention
Employee visits training course: Senior manager allots time and
money for the activity

Post-training Discussion
Reflection on training results and how to best practise newly
learned skills

Delegation of New Tasks
Observation of the employee´s performance progress
The senior manager and his/her manager discuss and continously assess
training needs and the manager´s learning progress
FIGURE 13.4 The senior manager’s role as a coach in the training process