LMP – Training and Development

I. TRAINING AND DEVELOPMENT

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Companies need to compete in a fast changing business environment. This requires a workforce that has the capability to respond quickly to new technology, new legislation and business challenges. To meet these challenges companies will have to invest in training or development as the acquisition of new skills will be vital to improving quality, service and productivity. Some of the benefits of having a training and development program are:

• Customers will benefit as employees can apply new skills to be more creative, provide a higher level of customer service or more efficiency on the job, which should generate more referrals;
• Training does motivate employees as it demonstrates to them that they are valuable enough for the company to invest in their development;
• Training can be used to create positive work attitudes by clarifying the behaviours and attitudes that are expected from employees;
• Training can be cost effective, often it’s cheaper to train existing employees than to recruit new ones;
• The amount of wastage in materials will decrease because the employee will make fewer mistakes. Another benefit of employee training is that the equipment and machinery that is used takes less money to maintain and also the safety of the workers is higher;
• A well trained employee will be acquainted with the job and will need less supervision.

Overall, training can create many benefits for an organization. It not only improves the knowledge and skills of employees, but also increases their enthusiasm for the job and commitment to the organization. From the employees’ perspective, having training opportunities creates a desirable work environment and increases morale. 

  

Equipping employees to recognize and take advantage of available learning opportunities is an important responsibility a manager holds and is a critical part of the performance review process. Individual development planning usually takes place as part of the year performance review process. It is prepared by the employee in partnership with the manager/supervisor. Once the yearly performance appraisal is complete the employee can develop goals to improve on skill gaps identified in the review. Also the employee can identify training, coaching or mentoring which would prepare the employee for future opportunities within the company. 

To assist the employee in developing a plan the manager can give the employee the following questions for consideration:

• What was identified in your performance review as skill areas that would be beneficial for you to improve on?
• What would you like to know how to do a year from now that you don’t know how to do now?
• What are your strengths and what parts of your work would you like to improve?
• Which interests or abilities would you like to develop?
• What new skills, or improved skills, would enhance your work performance?

A template for a Personal Development Plan can be found in Appendix VI: Performance Appraisal Form, Section 3.

On the job training is used primarily to teach employees to do their present job. A supervisor, trainer or experienced co-worker serves as the instructor. On the job training can take the form of demonstration or instruction where someone shows the employee how to do the job and then the employee. This cycle is repeated till the employee performs that task without supervision.

Most
of the learning in the landscape horticulture industry happens on-the-job,
working side by side with a more experienced or knowledgeable person. Often
those individuals providing the training can do the job but cannot train
another person effectively. Landscape Ontario, through the support of The
Canadian Agricultural Human Resource Council (CAHRC) offers a customized training
program – On-The-Job Training Workshop – which equips individuals with the
knowledge and skills necessary to be a in the workplace or on the job  trainer using the Job Instruction (JI) Method.
Further information about the  Seminars can
be found on Landscape Ontario’s website – http://www.horttrades.com/seminars/2013-01-21/LBM057.

It also can take the form of coaching which is a more intensive method of training where usually the  supervisor spends a longer period of time developing the employee. Coaching is required when:

• An employee needs assistance when experiencing difficulty in performing a task or attempting a new procedure;
• The employee could be having difficulty functioning in the team and may not be getting along with team members;
• The employee has been a good performer and suddenly their performance starts to slip.

There are three general skills that managers/supervisors can apply to help their employee’s breakthrough in performance.  These general skills and specific behaviours associated with each of them are:

1.  Ability to analyze ways to improve an employee’s performance and capabilities:

• observe employee’s day-to-day activities
• ask questions to understand situation
• actively listen
• demonstrate genuine interest in the person

2. Ability to create a supportive climate:

• reduce barriers to development
• through active listening and empowering
• by being positive
• focus on mistakes as learning opportunities

3. Ability to influence employees to change their behaviour:

• concern is for on-going growth and development – focus on employees as they are and help them continually improve
  to reach their potential
• recognize and reward small improvements
• use collaborative style to facilitate improvement – involve the employee in the process
• break complex tasks into a series of simpler tasks
• model the qualities you expect
• provide mentoring
  opportunities where excellent performers model skills and expected behaviour

One of the most important techniques a coach needs to develop is to ask questions instead of giving solutions.  The goal is to allow the employee to go through his/her own development process to learn new skills.  If you take the time to develop your employees, you will have competent decision makers who can assist you in achieving your goals.

1. What do you want to achieve – in the short and long term?
2. When do you want to achieve it?
3. What steps can you take to get there?
4. How can you measure progress and success?

1. What is happening now?
2. Who is involved?
3. What have you done about this so far?
4. What results did that have?
5. What are the major constraints to finding a way forward?

1. What options do you have?
2. What else could you do?
3. Would you like another suggestion?
4. Do you know who might have some ideas?
5. What are the pros/cons; costs/benefits of your options?

1. What have you decided to do?  When will you do it?
2. Will this achieve your goal?
3. What obstacles might you face?
4. How will you overcome them?
5. Who needs to know?
6. What support do you need?  How will you get it?

Another form of on the job training is job rotation where the employee is given several jobs in succession to gain experience in a wide range of activities. It’s an opportunity to cross train employees in a variety of jobs and this can assist the company to cover when vacations, absences or resignations occur.  

Horticultural Technician Apprenticeship Program/Ontario Your Apprenticeship Program/Women in Skilled Trades: in general these programs provide solid foundations for entry level employees in the industry. 

Industry Certification Designations: Landscape Ontario offers a variety of Industry Certification Designations. More information about these programs can be found at www.landscapeindustrycertified.org.

On-Line Seminar Guide: Landscape
Ontario offers a wide range of industry specific seminars. More information
about these seminars can be found at http://www.horttrades.com/seminars/.

Community Colleges/Universities: Appendix VIII gives an overview of the community colleges and universities that have landscape and horticulture programs.

Continuing Education Courses and Seminars: There are a variety of professional development seminars and courses that are offered through the year. The curriculum in these offerings ranges from technical to business management to leadership development skills. These courses are offered through Landscape Ontario and its various chapters, Ontario Park Association, various community colleges and universities and the Canadian Society of Landscape Architects. 

Appendix VIII has an overview of Landscape Horticultural post-secondary, industry certification designations, college and university programs and continuing education courses and seminars