Training Competences Using The ATD Model

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2.0 Training Competences using the ATD Model
2.1 Training Delivery— “Delivers informal and formal learning, engages the learner and produces desired outcomes; manages and responds to learner needs; ensuring that the learning is made available in effective platforms and delivered in a timely and effective manner”. ATD Model. The competences the trainer requires are good communication and interpersonal skills, the correct knowledge and a good plan of design contents in running the course, it is important that the trainer has the correct content, materials and resources in place for the training. The trainer will have the necessary business, industry and technological skills and have a global mindset. As staff are new to the organisation and
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Explain the ethical guidelines and professional standards of the Zebra Company as this is vital. The coach will design learning opportunities for staff, improve the staff ability, taking action to make full use of their natural strengths.
2.5 Motivator: Use an interactive process to motivate and improve staff ability to set goals in customer service, take action in how they present themselves and help them make better decisions, to assist development and produce results. The trainer will also motivate staff to get involved. Employee involvement is essential for any company as they will have to meet the core values and goals of the shop. Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Staff are most enabled to contribute to continuous improvement and the ongoing success of their work organization ‘is to involve staff as much as possible in all aspects of work decisions and planning’ stated by Tannenbaum and Schmidt (1958) and Sadler (1970). More employee input and accountability can have vast effectiveness as technology is shifting and through social networking they are in contact with potential
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A hierarchical arrangement of needs is not given. Hygiene factors are dissatisfies while motivating factors are satisfiers and can motivate employees to higher performance.

Figure 3.Source: Strategic Leadership website
When motivation is based on factors like these, people become more involved in the work, take pride in it and generally work better. Goals and tasks should be set based on the ability of the individual employee, if set below their ability there will be a lack of motivation. More responsibility should be given to employees who demonstrate they have a higher level of ability.
Herzberg’s factors are clearly linked with the higher elements of Maslow’s hierarchy. Both theories relate to motivation but in different context, Herzberg’s theory is more of an extension of Maslow’s theory. Paul Hersey (1980) developed Malsow’s model as a frequency distribution. This “shows that people rarely are motivated by only one level of need, although one need may be predominant at a given time in a given

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