Often training is conducted for fairly
limited reasons. These include teaching new skills to recent or
current employees, retraining employees in skill areas they may
have lost or not used in many years, or keeping employees abreast
of changes in technology and design, etc.
Your first step in the training
process is to determine the need for training. A thorough
needs analysis should be performed on the organization by employee
and position. In assessing the organization's needs, it is necessary
to look at the firm as a whole. What are its strengths and weaknesses,
and how does it compare to its competition?
In determining the firm's overall
needs, it is necessary to look at both short and long-term needs.
For example, if a senior partner who has handled most of the firm's
marketing will be retiring in two years, now is the time to start
training someone to take his place.
It is important at this level of
assessment to consider the short and long-term goals of the firm.
These will have an impact on what the training needs are, or will
be.
Another important aspect of this
organizational assessment is the "climate" of the firm.
The firm's attitude and motivational level will have a great impact
on the success of any training programs that are instituted. One
method of assessing the general training needs and attitude of
staff is to conduct interviews and questionnaires completed by
senior management, project managers, etc.
The second level of assessment,
along position lines, will help determine more specifically
what and where training is needed. A thorough analysis
must be done on each position in the firm to determine not only
the duties and responsibilities of the position, but also the
needed skills a person must have to successfully do the job.
This type of assessment involves
a formal, systematic study of a position that covers a number
of items. This includes: what people in each position do in relation
to information or other people; what procedures and techniques
they use; the equipment, tools, machinery, etc. they need; the
products or services that result from their effort; and the skills,
traits, and attributes required of the person in the position.
Finally, an analysis needs to be
done on each employee and senior manager to determine what skills
each person has or lacks. This will
help determine what training they may need to better perform their
job, what position they can move into next, and what job they
could grow into in the future. Assessment of employee skills may
involve reviewing performance evaluations, reviewing their work,
completing questionnaires, and conducting skills or ability tests.
When looked at as a whole, the identification
of training needs is an involved and complex procedure. It will,
however, allow a firm to assess its strengths and weaknesses,
focus attention where needed, and grow in the direction desired.
Few design firms have a well-established
training program. Most simply take advantage of isolated seminars
and often, only senior management attends these programs. Training
is often considered the responsibility of the individual, who
is expected to plan, schedule and finance his own program. As
a result, most firms are not adequately prepared to respond to
the need for new services or to meet changing market conditions.
A staff-training program requires
a long-term commitment and recognition that the payback may not
be immediate. Regular training will result in a more productive
and profitable firm. How should a training program be developed?
1. Senior management must make
a commitment to a continuing program. A program that is conducted
on an irregular basis will never achieve its goals.
2. Establish an educational planning
group/staff development task force composed of or four individuals
representing all staff levels and chaired by a principal. This
group should be charged with developing and managing the training
program, researching training options and techniques and preparing
specific programs. They should meet regularly (at least once a
month) and should operate on a priority basis. The Staff Development
Officer (see Sidebar below) should be a member of the task force.
3. Develop a training plan and
schedule. This should include choosing various types of training,
establishing training priorities and goals and outlining who is
eligible for each program. In addition, a schedule should be established
to guide the training process.
4. Establish a training budget
as part of the annual budgeting process conducted by the firm.
These are funds that should be spent and not viewed as an
area to cut if the firm experiences temporary declines in workload.
5. Inform your staff of the various
training options available and what items the firm will pay for.
6. Require those attending outside
educational programs to disseminate their information to other
staff members. This could be done at lunch meetings where
short presentations are made, or in a summary report on the program.
7. Vary the types of training
programs used. Many options are available, including:
* In-house lectures and
seminars: These
programs may last from one hour to one day and they may be conducted
by outside management consultants and specialty consultants, building
product manufacturers, college professors, or experienced knowledgeable
staff members.
* College courses:
Tuition may be paid in part or in full
for certain staff members to expand present capabilities or develop
new ones. Correspondence courses should also be considered.
* Outside seminars: The
National Society of Professional Engineers (NSPE), American Consulting
Engineers Council (ACEC), American Society of Civil Engineers
(ASCE), and many other organizations sponsor numerous part-day,
full-day or multi-day courses and seminars in major cities. Many
universities (particularly the University of Wisconsin, Penn State
and Harvard University) regularly offer short seminar courses.
Although the cost of attending many of these programs is high,
they give staff end principals the opportunity to exchange information
and ideas with individuals from firms throughout the country.
* Professional conference/conventions:
These may include conventions and conferences organized
by professional design groups (ASCE, AIA, ACEC, NSPE, etc.), suppliers,
product manufacturers, client groups and others.
* Audio and video tapes: Although
many of these tapes are too short, poorly produced and expensive,
some may have lasting value as reference and refresher tools.
* Resource materials: An
important part of a good training program is a library of reference
books, magazines, etc. This material must be organized into a
usable collection that is regularly maintained and updated.
8. Review the performance of your
training program. At least once a year, the entire program
should be reviewed for its effectiveness, cost and impact on morale
and productivity. The budget must be evaluated for its short and
long-term cost effectiveness.
Myra DiMasi has a Master Degree
in Public Policy from the University of Chicago and is currently
employed by the Association for Project Managers.The
National Society of Professional Engineers (NSPE), American Consulting
Engineers Council (ACEC), American Society of Civil Engineers
(ASCE), and many other organizations sponsor numerous part-day,
full-day or multi-day courses and seminars in major cities. Many
universities (particularly the University of Wisconsin, Penn State
and Harvard University) regularly offer short seminar courses.
Although the cost of attending many of these programs is high,
they give staff end principals the opportunity to exchange information
and ideas with individuals from firms throughout the country.
* Professional conference/conventions:
These may include conventions and conferences organized
by professional design groups (ASCE, AIA, ACEC, NSPE, etc.), suppliers,
product manufacturers, client groups and others.
* Audio and video tapes: Although
many of these tapes are too short, poorly produced and expensive,
some may have lasting value as reference and refresher tools.
* Resource materials: An
important part of a good training program is a library of reference
books, magazines, etc. This material must be organized into a
usable collection that is regularly maintained and updated.
8. Review the performance of your
training program. At least once a year, the entire program
should be reviewed for its effectiveness, cost and impact on morale
and productivity. The budget must be evaluated for its short and
long-term cost effectiveness.
Myra DiMasi has a Master Degree
in Public Policy from the University of Chicago and is currently
employed by the Association for Project Managers.The National
Society of Professional Engineers (NSPE), American Consulting
Engineers Council (ACEC), American Society of Civil Engineers
(ASCE), and many other organizations sponsor numerous part-day,
full-day or multi-day courses and seminars in major cities. Many
universities (particularly the University of Wisconsin, Penn State
and Harvard University) regularly offer short seminar courses.
Although the cost of attending many of these programs is high,
they give staff end principals the opportunity to exchange information
and ideas with individuals from firms throughout the country.
* Professional conference/conventions:
These may include conventions and conferences organized
by professional design groups (ASCE, AIA, ACEC, NSPE, etc.), suppliers,
product manufacturers, client groups and others.
* Audio and video tapes: Although
many of these tapes are too short, poorly produced and expensive,
some may have lasting value as reference and refresher tools.
* Resource materials: An
important part of a good training program is a library of reference
books, magazines, etc. This material must be organized into a
usable collection that is regularly maintained and updated.
8. Review the performance of your
training program. At least once a year, the entire program
should be reviewed for its effectiveness, cost and impact on morale
and productivity. The budget must be evaluated for its short and
long-term cost effectiveness.
Myra DiMasi has a Master Degree
in Public Policy from the University of Chicago and is currently
employed by the Association for Project Managers.The National
Society of Professional Engineers (NSPE), American Consulting
Engineers Council (ACEC), American Society of Civil Engineers
(ASCE), and many other organizations sponsor numerous part-day,
full-day or multi-day courses and seminars in major cities. Many
universities (particularly the University of Wisconsin, Penn State
and Harvard University) regularly offer short seminar courses.
Although the cost of attending many of these programs is high,
they give staff end principals the opportunity to exchange information
and ideas with individuals from firms throughout the country.
* Professional conference/conventions:
These may include conventions and conferences organized
by professional design groups (ASCE, AIA, ACEC, NSPE, etc.), suppliers,
product manufacturers, client groups and others.
* Audio and video tapes: Although
many of these tapes are too short, poorly produced and expensive,
some may have lasting value as reference and refresher tools.
* Resource materials: An
important part of a good training program is a library of reference
books, magazines, etc. This material must be organized into a
usable collection that is regularly maintained and updated.
8. Review the performance of your
training program. At least once a year, the entire program
should be reviewed for its effectiveness, cost and impact on morale
and productivity. The budget must be evaluated for its short and
long-term cost effectiveness.
Myra DiMasi has a Master Degree
in Public Policy from the University of Chicago and is currently
employed by the Association for Project Managers.The National
Society of Professional Engineers (NSPE), American Consulting
Engineers Council (ACEC), American Society of Civil Engineers
(ASCE), and many other organizations sponsor numerous part-day,
full-day or multi-day courses and seminars in major cities. Many
universities (particularly the University of Wisconsin, Penn State
and Harvard University) regularly offer short seminar courses.
Although the cost of attending many of these programs is high,
they give staff end principals the opportunity to exchange information
and ideas with individuals from firms throughout the country.
* Professional conference/conventions:
These may include conventions and conferences organized
by professional design groups (ASCE, AIA, ACEC, NSPE, etc.), suppliers,
product manufacturers, client groups and others.
* Audio and video tapes: Although
many of these tapes are too short, poorly produced and expensive,
some may have lasting value as reference and refresher tools.
* Resource materials: An
important part of a good training program is a library of reference
books, magazines, etc. This material must be organized into a
usable collection that is regularly maintained and updated.
8. Review the performance of your
training program. At least once a year, the entire program
should be reviewed for its effectiveness, cost and impact on morale
and productivity. The budget must be evaluated for its short and
long-term cost effectiveness.
Myra DiMasi has a Master Degree
in Public Policy from the University of Chicago and is currently
employed by the Association for Project Managers.The National
Society of Professional Engineers (NSPE), American Consulting
Engineers Council (ACEC), American Society of Civil Engineers
(ASCE), and many other organizations sponsor numerous part-day,
full-day or multi-day courses and seminars in major cities. Many
universities (particularly the University of Wisconsin, Penn State
and Harvard University) regularly offer short seminar courses.
Although the cost of attending many of these programs is high,
they give staff end principals the opportunity to exchange information
and ideas with individuals from firms throughout the country.
* Professional conference/conventions:
These may include conventions and conferences organized
by professional design groups (ASCE, AIA, ACEC, NSPE, etc.), suppliers,
product manufacturers, client groups and others.
* Audio and video tapes: Although
many of these tapes are too short, poorly produced and expensive,
some may have lasting value as reference and refresher tools.
* Resource materials: An
important part of a good training program is a library of reference
books, magazines, etc. This material must be organized into a
usable collection that is regularly maintained and updated.
8. Review the performance of your
training program. At least once a year, the entire program
should be reviewed for its effectiveness, cost and impact on morale
and productivity. The budget must be evaluated for its short and
long-term cost effectiveness.
Myra DiMasi has a Master Degree
in Public Policy from the University of Chicago and is currently
employed by the Association for Project Managers.
