The value of Learnerships

Learnerships is a tool that benefits the employee, as well as the employer..


Apart from offering employees the opportunity to achieve an accredited national qualification, a learnership, have additional benefits, i.e.:

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When training goes wrong

"The only real mistake is the one from which we learn nothing." - John Powell
It is a well-known fact that training is necessary and beneficial for success in organisations. Training assists the employees to grow and develop benefiting both the employee and the organisation simultaneously. However, this doesn’t mean that all employees should be randomly trained and that all training will have the desired outcomes. There are many instances when chosen training does not produce the expected results. If you notice a decline in morale and performance after training has taken place, training was ineffective. Training probably went wrong.

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Effective Training: what does it look like?

Individuals are different, consequently their needs are different, and therefore different types of training can either be beneficial or detrimental to achieving various learning objectives. To start of our blog-series on Training, lets first focus on the concept of training?
Training is a process whereby learning objectives are identified with the aim to develop employees in their current or future jobs. The learning objectives can either be to develop the knowledge, skills and or attitudes (or a combination of KSA).

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What does effective training look like?

Individuals are different, consequently their needs are different, and therefore different types of training can either be beneficial or detrimental to achieving various learning objectives. To start of our blog-series on Training, lets first focus on the concept of training?
Training is a process whereby learning objectives are identified with the aim to develop employees in their current or future jobs. The learning objectives can either be to develop the knowledge, skills and or attitudes (or a combination of KSA).

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Coaching versus Mentoring

Coaching and Mentoring are terms often used without giving much thought about what the different meanings are. These terms are often used as if they mean more or less the same, and we throw in the Mentoring to make it sound more businesslike or pitched at a more senior level within the organisation. This article will help us understand what the differences are and hopefully assist us to use coaching and mentoring as a powerful tools in a blended learning approach in skills development.
I love using the analogy of a child going to school as we all know how much skill there is to develop in the early development stages.
The Line Manager is seen as the parent – who is ultimately accountable for the child’s ‘whole’ development. The teacher is seen as The Coach who is responsible for developing specific skills within the child. For example the Grade 2 teacher is only responsible for “coaching” Grade 2 work, thereafter the child is assigned to a new “coach” or Grade 3 teacher. The same goes for the child’s tennis coach – only responsible for developing tennis skills. Already here we can see that a coach is a subject matter expert in his/her field of expertise and is skilled to train someone to develop those skills. A Mentor, on the other hand, is someone (not the parent) that takes a special interest in the person and wants to get involved in developing the person as a whole. To go back to our school child example, the mentor would be an aunt or uncle or grandparent who takes a special interest in the child and would give advice and lend an ear when it is required and on any topic the child may be interested in. Sharing his wisdom and guidance to assist his protégé in becoming the best he can be.

Using this example make it easier to understand the roles and responsibilities Line Managers, Senior Manager and Subject Matter Experts can play in the development of skills in employees. Although Line Managers are ultimately accountable for the development of their staff, they do not have to do it alone. They can draw up development plans with the employee and delegate the coaching of certain milestones to appropriate coaches/subject matter experts. They can also make use of some of the Senior Managers in other areas to assist with a more holistic approach to the staff member’s development. 
It is also important to notice that although there does not have to be a special match between the employee and his/her coach (although it helps) – it is critical that the mentor and employee is a good match and the communication can flow freely between them regarding all walks of life.
I hope that this has provided some clarity between the difference between coaching and mentoring and that it inspired you to use broader range of techniques to develop those much needed skills.

About the Author:
Rene Grobler completed her Honours degree in Human Resource Development and has more than 20 years HR and Training & Development experience in a variety of industries. Rene joined Competence SA to consult to organisations and HR professionals to assist in adding value and ensuring an integrated approach to building their HR infrastructure. She is passionate about tailoring a blend of learning interventions for unique and specific needs identified to ensure maximum business impact and a return on the investment.

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The Cost of NOT Training

When discussing training and development of employees, the biggest concern is often budget. The first hurdle for most HR or Line Managers is usually validating the cost (not only of training but also of time) to gain approval. Perhaps it would be more effective to look at the true price of NOT training.

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Latest Trends in Training

The traditional 'classroom' learning environment for organisational training is being perceived as rather archaic. The elusive goal of retaining the fleeting attention of the post-modern workforce is forcing companies to acknowledge the need for fast results and an interesting and interactive presentation format.

Let’s take a look at some of the latest trends gaining attention in the corporate training and development environment.

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