Training and Learning
Development Project

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  • Objectives
    • Current State of the Canadian Electricity Sector
    • Background of the Training and Learning Development Project for the ESC
  • Project Activities
    • Training and Learning Development Project Methodology
    • Literature Review of Training Capacity Best Practices in Canadian Industry
    • Informing the Training Profiles
      • Best Practice Framework
        • Training as Part of the Organizational Plan
        • Training as Part of Performance Management
        • Training Content/Process
      • Industry Best Practices for Training
        • Sector Council Approaches to Employee Training
        • Organizational Approaches to Employee Training
    • Training Capacity Strategic Framework for Industry Action
  • Training Survey
    • Training Metrics Survey
    • Challenges and Barriers to Enhancing Internal Training Capacity Management
    • Current Internal Training within the Electrical Utilities
      • The Internal Training Function
      • Qualifications of Trainers
      • Training Content and Training Delivery
    • Current Internal Training within the Solar Energy Industry
      • The Internal Training Function
      • Qualifications of Trainers
      • Training Content and Training Delivery
  • Training Profiles
    • About Training Profiles
    • Competency-based Training and Assessment
    • Training Evaluation
    • Apprenticeship Models
    • Knowledge Building, Capture and Transfer
    • Training Analysis
    • Training Methodologies
    • Videos
  • Increasing Training Capacity
    • Strategies for Enhancing Internal Training Capacity
    • Developing Partnerships
    • Utilizing Competency-Based Training and Assessment Approaches
    • Facilitating Knowledge Management and Transfer
    • Developing Systems to Manage the Training Function
    • Utilizing Various Training Methodologies
    • Evaluating the Effectiveness and Impact of Training
  • Recommendations
    • Highest Priority Recommendations for Implementation
    • Further Recommendations for Implementation
  • Final Report
    • Final Report
    • Acknowledgements
 
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Home / Project Activities / Informing the Training Profiles / Industry Best Practices for Training /
Organizational Approaches to Employee Training

Organizational Approaches to Employee Training

In addition to training approaches being implemented at an industry and sector-level, many Canadian organizations have implemented, and continue to implement, internal training initiatives to develop staff and retain the valuable skills and knowledge held by senior employees who will soon transition out of the workforce. In addition to the training processes being implemented by the sector councils, organizations from various Canadian industries are also utilizing the following approaches to employee training:

Comprehensive Training Systems:
A training system is comprised of numerous elements and often encompasses the ADDIE process model inclusive of five (5) processes, including:

  • Analysis
  • Design
  • Development
  • Implementation
  • Evaluation

The cyclical nature of the system allows training to be continuously developed, implemented, enhanced and implemented once again within an organization in response to training needs. Comprehensive organizational training systems are often comprised of numerous training methodologies that function together to form an overall training process.

Cisco Systems developed the Field E-Learning Connection training system that is accessible to all employees, at any time, to support employee learning. Through online and on-demand multimedia training and development programs, Cisco offers technical skills training, management skills training and generic soft skills training. More specifically, Cisco employees can access training through a website in which knowledge is organized based on job role, line of business and technology.  The site also plans, tracks, develops and measures employee skills and knowledge. Employee questions are answered by e-mentors who can be reached by e-mail, phone or virtual meetings. Learning activities are followed by post-learning assessments. The organization’s training function is managed centrally, yet the training content is developed in partnership with various subject-matter experts. Cisco employees are encouraged and expected to contribute to the development of the E-Learning Connection curricula, along with a team of engineers, product marketing specialists and professional content developers. Learning measures are based on leading indicators such as levels of knowledge and competency required for one’s job. Training methodologies used within training system include video, internet broadcasts, webinars, and virtual classrooms (https://learningnetwork.cisco.com/community/connections).

Peer-Assisted Learning:
Research into organizational approaches to employee training revealed that many organizations utilize both formal and informal processes to promote the transfer of skills and knowledge among peers and to foster employee learning. Approaches to peer-assisted learning include: mentoring, coaching, job rotation and transference of accumulated knowledge and expertise through organizational intranets, learning portals and other technologies.

For example, Stratos Inc., (an environmental organization), developed the Stratos Academy and the Stratos Forum to allow employees to share knowledge. The Stratos Academy consists of quarterly, half- or full-day employee lead training sessions on content and knowledge not covered in the organization’s training program. The Stratos Forum, occurring on a bi-monthly basis, is a forum that allows work teams to discuss current projects, ask questions and provide feedback. For more information, please visit: http://www.eco.ca/pdf/ECO_HR_BestPractices_Report.pdf.

Canadian Forest Products Limited piloted the Learning and Education Assisted by Peers (LEAP) program, in which peer tutors are trained to lead activities in the workplace; activities that must be tailored to meet the learning goals of the tutees. These activities may include topics such as leadership, communication and teamwork and tutoring sessions are funded by the employer and conducted on company time. For more information, please visit: http://www.nald.ca/library/research/cboc/canforest/canforest.pdf.

The challenges to peer-assisted learning are similar to those of mentoring, including the general lack of experienced employees to serve as tutors or leaders. However, benefits of peer-assisted learning include increased collaboration, team-building and problem-solving skills among employees.

  • Training and Learning Development Project Methodology
  • Literature Review of Training Capacity Best Practices in Canadian Industry
  • Informing the Training Profiles
    • Best Practice Framework
      • Training as Part of the Organizational Plan
      • Training as Part of Performance Management
      • Training Content/Process
    • Industry Best Practices for Training
      • Sector Council Approaches to Employee Training
      • Organizational Approaches to Employee Training
  • Training Capacity Strategic Framework for Industry Action
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