There are many different training and development methods used by BK ONE. On-the-job training, informal training, classroom training, internal training courses, external training courses, on-the-job coaching, life-coaching, mentoring, training assignments and tasks, skills training, product training, technical training, behavioral development training, attitudinal training and development, accredited training and learning, distance learning - all part of the training menu, available to use and apply according to individual training needs and organizational training needs.

Training is not just found in the classroom - it's anything offering learning and developmental experience. Training and development includes attributes such as: ethics and morality; attitude and behavior; leadership and determination, as well as skills and knowledge.

All supervisors and managers need to able to provide training and development for their people - training develops people, it improves performance, raises morale and increases the health of the business.

The leader's ethics and behavior set the standard for their people's, which determines how productively they use their skills and knowledge. Training is nothing without the motivation to apply it effectively. A strong capability to plan and manage skills training, the acquisition of knowledge, and the development of motivation and attitude, largely determines how well people perform in their jobs.

Training is essential for the organization. It helps improve quality, customer satisfaction, productivity, morale, management succession, business development and profitability. Training planning and training itself is a step-by-step process.

Training ('Induction Training') is especially important for new starters. Good induction training ensures new starters are retained, and then settled in quickly and happily to a productive role. Induction training is more than skills training. It's about the basics that seasoned employees all take for granted: what the shifts are; where the notice-board is; what the routine is for holidays, sickness; where the canteen is; what the dress code is; where the toilets are. New employees also need to understand the organization’s mission, goals and philosophy; personnel practices, health and safety rules, and of course the job they're required to do, with clear methods, timescales and expectations.

Managers must ensure induction training is properly planned - an induction training plan must be issued to each new employee, so they and everyone else involved can see what's happening and that everything is included. You must prepare and provide a suitable induction plan for each new starter.

An organization needs to assess its people's training needs - by a variety of methods - and then structure the way that the training and development is to be delivered, and managers and supervisors play a key role in helping this process. They also should be 'topping-up' the development of their people through their own direct efforts. This type of development should also include mentoring and coaching, which is very effective in producing excellent people, and should be used an additional training method alongside formal structured training courses.

It's important that as a manager you understand yourself well before you train others - your own skills (do you need training in any important areas necessary to train others?) - Your own style (how you communicate, how you approach tasks, your motives - they all affect the way you see the role and the person you are training).

And it's vital you understand the other person's style and personality too - how they prefer to learn - do they like to read and absorb a lot of detail, do they prefer to be shown, to experience themselves by trial and error? Knowing the other person's preferred learning style helps you deliver the training in the most relevant and helpful way. It helps you design activities and tasks that the other person will be more be more comfortable doing, which ensures a better result, quicker. Various models and tests are available to help understand learning styles - look at the Kolb model below:

The process works on several different levels: individual, team, task, organizational and strategic. Activity mentoring also gives strong outputs in skills, behavior and job priority areas, as well as being strongly motivational and where necessary resolving conflict and attitudinal issues. For advice about activity-mentoring training please get in touch.

Training and development can be achieved through very many different methods - use as many as you need to and which suit the individuals and the group. Refer to the Kolb learning styles ideas - different people are suited to different forms of training and learning.

Exercises that involve managing project teams towards agreed specific outcomes are ideal for developing management and leadership ability. Start with small projects, then increase project size, complexity and timescales as the trainee’s abilities grow. Here are examples of other types of training and development. Training need not be expensive, although some obviously is; much of this training and development is free; the only requirements are imagination, commitment and a solid process to manage and acknowledge the development. The list is not exhaustive; the trainer and trainees will have lots more ideas:

• on the job coaching
• mentoring
• delegated tasks and projects
• reading assignments
• presentation assignments
• job deputisation or secondment
• external training courses and seminars
• distance learning
• evening classes
• hobbies - e.g. voluntary club/committee positions, sports, outdoor activities, and virtually anything outside work that provides a useful personal development challenge
• internal training courses
• attending internal briefings and presentations, e.g. 'lunch and learn' format
• special responsibilities which require obtaining new skills or knowledge or exposure
• video
• internet and e-learning
• customer and supplier visits
• attachment to project or other teams
• job-swap
• Accredited outside courses based on new qualifications, e.g. NVQ's, MBA's, etc.