There are increasingly two schools of thought (we’re sure there are probably 2002): one for and one against Appraisals. And in both, the bottom line still is that they will cost your company money if not handled well. As we know, in vast numbers of cases they aren’t.
Although the appraisal format may be key, the best procedures in the world won’t really be effective if the person running the appraisal isn’t handling it efficiently, professionally and with long-term care involved.
Performance appraisals are almost always a one or two-times a year process rather than something that is a daily part of a manager’s job. They usually become ‘tick the box’ exercises that cause a great deal of anxiety on both ’sides’ and once they’re competed they aren’t looked at again till the next time.
Difficult feedback gets postponed or sugar-coated, or even worse, lied about on the Appraisal form. A lot of managers don’t want to put down in black and white that someone’s performance has been under par and therefore they (the manager) will be responsible for that person not getting a pay increase or promotion.
In turn, appraisals can also lack objectivity and, therefore, have more personal rather than professional views included which could be detrimental.
In addition, if everything is focused on the appraisal process then you run the risk of creating anxiety during the build-up and a lack of motivation and productivity as people anticipate the results. In other words, there should be no surprises during an appraisal.
Supposedly only 5% of organisations say they have satisfactory appraisal processes, but we got that information off the Internet, so I’d take it with a pinch of salt!
A truly good Appraisal is actually an agreed summary of what has been happening on an on-going basis between appraisals. If it is left to review twice a year, or quarterly, all the opportunities to support and guide the employee to improve get missed. People need to be engaged in the idea that managing people - and being managed - is constant.
Fear, uncertainty, collusion, duplicity, embarrassment, laziness, guilt and sheer incompetence are among the reasons why appraisals are often not worth the paper they are written on.
One of our clients told us that rather than completely redoing their appraisal process they decided to ‘mark down’ their performance related pay levels: in other words if someone had been scored a 4 (out of 5 levels) they were lowered to a 3. This was because they discovered that most managers scored people higher than their performance merited. It was an exercise in trying to get rid of the ‘invisible incompetence’ that the process colluded in.
A great appraisal needs to be fair, objective, two-way, realistic, clear, on-going and specific.
It also needs to be positioned well.
It’s easy to shoot yourself in the foot if you place too much emphasis on the actual appraisal process and not on the on-going performance management. People will focus on the process rather than the objective, which is to help people develop in to more effective, better managed members of staff.
Jo Ellen and Robin run Impact Factory who provide Performance Appraisals and Performance Management Training, Presentation Skills, Communications Training, Leadership Development and Executive Coaching for Individuals.
Good Communication Skills are essential
Being an effective communicator takes real skill. Communication skills have to be developed, honed and added to on an on-going basis. They are the heart of interpersonal skills and the greater your awareness of how it all works, the more effective your communication will be.
To be effective in business, you have to communicate well. To be a good manager, you have to communicate exceptionally well.
Here we look at basic communication dynamics, learning skills to improve your communication, using effective communication to improve and promote interpersonal relationships, creating an effective communication strategy.
We could write a book about the importance of communication key skills, but for now you can content yourself with some essentials for becoming a more effective communicator.
Communication Core Skills - The Essentials
Communication is Individual
We’re Not All The Same
When you look at communication, presentation skills are not all there is to it. Far from it. Everyone communicates differently and sees the world differently. The greatest skill you can have in order to instantly and significantly improve you communications skills is to understand the other person’s point view and how they see the world. Then you can adjust your own communication to take that into account.
Change Yourself to Change Others
Alongside this has to be the knowledge that the only person you can be sure of changing in any communication is you. Therefore, the most effective way to be in charge of what happens in any communication dynamic is changing what you do. When you can do this you are well on the way to promoting better relationships.
You are the Only One of You
There’s never one right way to communicate. Authentic effective communication always happens when we reply on those things we know to be true about or for ourselves. Remember your personal style probably says more for you that all the words you use can.
What’s Already Working?
Most people tend to look at what’s wrong with themselves and other people rather than focusing on what already works. Remember, something (more than one thing, of course) has to be working well for you to have got this far already!
How Communication Happens
Verbal and Non-Verbal Communication
Interpersonal skills. Everything communicates. Remember! If you aren’t clear about what you mean and what your intention is, the other person (or people) could easily (and sometimes deliberately), misinterpret what you mean.
What you do matters as much as what you say. It’s now accepted that the words account for only 7-11% of a communication. Your behaviour will ‘read’ unconsciously to other people and you can certainly be more in charge of the reading matter!
Language is one of the most powerful reflections of how we think and feel about ourselves and others. You need to be aware of the padding, justifications and excuses you use and whether they are appropriate. You can make a big impact simply by changing some of your language and developing your verbal skills, This way you can significantly improve your communication skills.
Communication Cycle
There is a neat communication cycle we’ve come across that can help you understand how to make communication work better. It means that you can take responsibility for every stage on the Communication Cycle:
Spoken - Heard - Understood - Agreed To - Acted On - Implemented.
Be aware of where you or others tend to fall off the cycle.
What can get in the way of Effective Communication
Here are some Common Barriers to Effective Communication.
We all make Too Many Assumptions
Be aware of the assumptions you make, especially making something up and then acting as though what you made up was true. Notice if you alter your behaviour with certain people because of the assumptions you make about them. Also be aware of the assumptions you think other people make about you.
Assumptions aren’t necessarily ‘bad’. Sometimes it’s important to let people keep their assumptions (or some of them at least!) about you.
One effective way to deal with assumptions is to say to the other person, ‘I’ve assumed such and such. ‘Is that true?’ or ‘I’m making an assumption here about… Do you agree?’
Good communication in the workplace is often sabotaged by too many unconfirmed assumptions.
Patterns/Reverting to Type
We are pattern-making beings, which is good. However, sometimes we get so used to behaving and responding in certain ways that it’s hard to see that there’s any other way of doing things. When the pressure is on or we are under stress, even our best intentions may go out the window as we revert to type.
Habits, patterns, routine ways of thinking and behaving are difficult to change. Noticing your patterns at least gets you aware of them! One way to practise this is to see how many communication habits and patterns have crept into your workplace. Try not to judge them. You can always decide if you want to change them or not.
Needing to Be Right
This is one area we all know about - the need to be right and in turn for the other person to be wrong. One skill that does need practise is to let go of needing to be right. Think of it as presenting information or a point of view rather than having to bludgeon someone else with your arguments.
If you want to promote effective relationships, this is one of the greatest communication key skills you can have is to be able to change what you want from a communication. You may have started out wanting the other person to agree with you, but by giving that up you can change your want to letting them know you understand their point of view.
Conflict Resolution
Conflict
One of the purposes of conflict is to arrive at a resolution, so if you avoid conflict, the problem usually (though not always) gets worse. The earlier you can identify that there is a problem and intervene, the better it will be. Good communication skills require you to be able to resolve conflict.
Agreement
Find something (anything will do) in the other person’s argument which you can genuinely agree with. This is a great way to take the wind out of someone’s sails and ensure you don’t get drawn into an insoluble argument. People usually won’t listen until they feel heard.
Bridge Building
Really listen to what the other person is saying - they usually give a lot of information without realising it. Building bridges by making an offer can help enormously, as can changing what you want.
‘I’ not ‘You’
Use ‘I’ statements, not ‘You’ statements to avoid blaming. This also means that you take responsibility for how you feel, rather than making the other person responsible for making things all right for you.
Improving Communication Skills
Be a Good Influence
Attitude
You can change the direction of a communication if you change your attitude. There is no one attitude that’s the ‘right’ one to have, though being direct and clear certainly helps.
Effective Listening and Responding
You can have tremendous influence on a communication as the listener and the responder. When we get little or no response from the listener, we often project our assumptions onto them about what they are thinking (and usually we assume they aren’t thinking good things about us!).
Be Positive
Use affirmation and encouragement to get the best out of people. Notice when others do things well (even if it’s part of their daily routine). This shows you’re being attentive; most people respond well when they know that others are aware of what they do.
Quite simply, the workplace can be a far better place to be if you consciously sprinkle your communication with positive feedback.
The Importance of Basic Communication Skills
What’s most important is that you don’t leave the business of communication to chance. Raise your awareness, develop your skills and you’ll be a role model for effective communication.
Jo Ellen and Robin run Impact Factory who provide Communications Training, Public Speaking Presentation Skills, Leadership Development and Executive Coaching for Individuals.
People development has long been recognised as a primary need for any growing and developing organisation. However there seems to be little agreement as to what people development really is. What tends to happen is that companies, once they do decide that something is needed (through annual appraisals, personal development reviews, performance management reviews, change programmes, etc), put out a call for training, without really understanding the difference between it and development.
Then they get saddled with programmes that ‘train’ people on the ‘right’ way to do things (communication, presentation, assertiveness, etc.) and find that things don’t seem to change much. For instance, we often hear of presentation training designed to get everyone giving a consistent message. So people get trained in the right way to deliver the company message, rather than having their individual capacity developed to present in their unique style.
One company we spoke to had put an entire department of 400 people through a ‘training’ programme (prestigious and expensive!) and plaintively asked why nothing had changed a few months down the line. It wasn’t even that the training was bad; it simply had a different, more proscriptive perspective on the issue at hand (indeed, the outcome was one of conformity) and the organisation ended up not getting what it needed.
It’s not called sheep-dip training for nothing!
Impact Factory has been at the cutting edge in the field of people development for over ten years and we think we know what we’re talking about.
To start with, it’s not training. Training presupposes that the people involved need to acquire some new skill. They need to become good at doing something that the organisation needs. This may be part of someone’s development but it isn’t all there is by a long shot.
Real people development should be driven by the person being “developed”. Think of it as learning to use new words within a language rather than learning a new language. In hard skill terms it is rather like a good computer programmer developing his ability to write better programmes. He doesn’t need to learn to programme, he’s already a long way down that road.
In just the same way, people development issues such as influencing, negotiating, assertiveness, presenting, time management, etc, begin with people who already have a good foundation of skill in the area. For instance, an organisation may identify that a group of managers need to communicate better and therefore look for programmes to address that. But the reality is that these managers already do communication or they wouldn’t have their jobs in the first place. Therefore trying to get them ‘trained’ in communication won’t do it. There has to be respect and regard for what people already have.
Here’s a good example of how we see the difference between training and development. Let’s take appraisals. If managers get any appraisal training at all, it tends to be along the line of: how do appraisals work and what procedures you need to follow. From a development perspective, we’d be far more interested developing a manager’s skills so they could handle a difficult appraisal well.
One issue we’ve encountered a lot is one of time management: “We need this person to become better at managing their time. What can you do to fix that?” Well, we can’t, and here’s why. If, after a whole life of managing their time (however it is that they do it), someone is still unable to work to a time table, it is highly unlikely they will ‘develop’ into a well-regimented, routine-driven person, no matter how much ‘training’ they are given.
Unfortunately, what can happen is that they are sent on time-management training courses that end up making them feel bad. First they learn all about clear-desk policies, the right way to be organised, keeping an up-to-date filofax and making ‘to-do’ lists, and might possibly go away inspired with this new routine - for about a week. Then, their real and true personality asserts itself and they revert to type by doing exactly what they’ve always done. Except now they have the added burden of not having done it the right way, and the ‘time-management’ problem still exists.
That’s tackling the situation from a training perspective: this is the problem; give me the solution.
A people development perspective is completely different: it looks at what people actually do, rather than at what companies wish they would do.
So with our time management ‘problem’ person, the aim would be to identify what they can do, not what they can’t. With this approach we would turn things on their head. Perhaps this person works best under pressure and their best skill lies in not missing deadlines. Someone who does work well under pressure tends to leave things to the last minute and appears disorganised and chaotic, which makes colleagues very uneasy.
This person could now be developed into someone who is skilled at allaying the concerns of colleagues and has a reputation for calm in the midst of chaos. Far easier than trying to get them to start projects earlier or to miraculously become organised. We can’t fix any of that.
All effective people development starts with an assessment of what each individual already does well. And more importantly avoids any reference to weaknesses or things that need ‘fixing’. At first look this may seem wrong, and against a lot of current management thinking: surely you should look at strengths and weaknesses. We don’t think so. A sure-fire way to undermine someone’s confidence is to tell them what they’re weak at.
You can also look at turning a perceived weakness into something the person can use. For example, if someone is quite young and inexperienced there is often the desire to get them to have more authority. Whereas if you turn it around you can develop this person’s sense of pride in their youthfulness, energy and fresh outlook.
This is because any soft skill that a person is bad at is one that they will never excel at. You can put a lot of training effort into getting someone from bad at something to competent at it. Whereas with just a little development effort you can get that same person from good at something to excellent at it. And what is more, you will have a happy person on your hands as opposed to a weary one.
At Impact Factory we are passionate about peopling feeling more in charge of whatever arena they are working in. That’s why we say our work is ‘more than just training’.
Jo Ellen and Robin run Impact Factory a training company who provide People Development, Public Speaking, Presentation Skills, Communications Training, Leadership Development and Executive Coaching for Individuals.
There is a lot of talk about “change” - how important it is, how we should alter the way we do to things at work and in our personal lives in order to be more effective. Sometimes we even hear how it is essential to change even if just for change’s sake.
At Impact Factory, we too think that change is important. However we are more interested in the process of change and what the implications of change actually are.
We exist within contradiction. On the one hand, we need stability and perform well when we feel secure and established in our working and home lives. On the other hand we can become stagnant, complacent and uncreative when we shy away from change or when we find we simply cannot cope with it.
How can we bring these two ideas together so that we can rest easier and deal better with change?
One way is to look at how limiting beliefs, patterns and bad habits get in the way of our being able to incorporate change into our lives when it happens.
We cannot usually predict when change will happen, but we can be better equipped to deal with it when it does.
We can look at the limitations we all put on ourselves and how they hold us back from being open to change.
We can start to understand how patterns occur and what we can do to begin altering limiting habits and patterns. And we can look at the various kinds of changes there are and some effective ways of approaching them.
So What Types of Change are there?
Some change is easy; often it is more difficult; and sometimes it can seem downright impossible.
From our point of view there are five kinds of changes:
Straightforward change, like changing your car or changing your hairstyle.
Changing something you already do and relearning a new way, like changing your golf swing.
Changing something that obviously needs changing, but you either don’t want to or you can’t quite see how it could be done. This kind of change usually involves a habit - for instance, smoking - You know you shouldn’t, but you can’t seem to stop.
Changing something you absolutely, positively know you can’t change. This kind of change is about beliefs.
Change that’s imposed upon you, and over which you appear to have no control.
The first three we grapple with every day of our lives. We change in little ways all the time. We may struggle a bit with this kind of change. We may never give up smoking, but they are the kind of things we are conscious of. We can choose relatively easily how we will deal with this kind of change.
Yes, I may struggle over whether to change my hairstyle or not and I may get some comments for a few days, but it is unlikely that a change in hairstyle is going to fundamentally change my life. A lot of other things would have to happen alongside that.
It is the fourth and fifth types of change that can be the more difficult and therefore more challenging and confrontational. Both these types come right up against beliefs that we’ve created that underpin our whole lives.
The fourth type of change asks us to change a point of view, adopt a way of seeing the world that is at odds with the way we are used to seeing it. This experience can easily tap into our insecurity. We can develop a feeling of unsureness, a sense of not quite knowing what’s the ‘right’ thing to do. There is no longer a predictable, reliable pattern to follow.
The fifth type, imposed change, can often feel like suffering. If we have no say in the matter we can feel like it is being done to us. We can feel cheated or hoodwinked. Often, even those who instigate it will disown this type of change. “We have no choice. The market has changed and we must change with it.”
When change is imposed or brings us up against our beliefs we can easily feel disempowered by the experience.
On the other hand, it is also true that some people thrive on change. They can’t stay in one job, in one relationship, in one country for very long. They need to shake up their own status quo. They sometimes create change just for the sake of it.
Why Is Change So Hard Sometimes?
We are pattern-making mechanisms. In general, our systems are more comfortable with pattern and routine than with change. Once a pattern is established, our left-brains will quite happily keep marching along that path.
Most patterns get set very quickly; so think what resistance we have when we try to change patterns that have been part of lives for years.
Some patterns are as simple and straightforward as the route we take into work every day. Some patterns are as complex as the way we feel about ourselves.
For instance, the fourth type of change: something I don’t believe can change. A limiting belief.
Restricting or limiting patterns that people have are often to do with low self-esteem. These can be the hardest patterns to break. The reason is that a belief system, the pattern, is stronger than the contradictory evidence: it’s been around longer.
If, as I’m growing up, I hear over and over again what’s wrong with me and what I need to do to in order to improve myself, then I will have a well entrenched belief system established. Even when I no longer have my parents and or teachers to reinforce it, the pattern will persist. Now they are gone I speak to myself with that same punitive voice. So even in the face of evidence that I have done a job well, there will be this voice telling me how it could have gone better.
For me to change that voice I first have to become conscious that it’s there. “Oh look, I just told myself off again.” Then I have to do a good deal of what you might call reprogramming. I have to talk to myself or with other people about how well I’ve done. I have to create an opposing voice of acknowledgement and praise to counterbalance the punitive voice.
Paradoxically imposed change can sometimes be easier to deal with. The trick is getting past the - “I don’t want to.” “It’s not fair.” “Why me?”
Our dissatisfaction and helplessness about this type of change comes about because we didn’t buy into the agreement, we were never consulted.
The only way through this type of change is through negotiation with yourself and other people affected. Relief from the stress and upset caused by imposed change comes about when people choose to accept and commit to the change, to stop fighting or feeling resentful. If this doesn’t happen then people leave, move away, get divorced, start sectarian underground movements.
Change is inevitable; and mostly change is for the good. No one lives a life free of change, but sometimes we are afflicted by more change or demands for change than we can cope with. When this happens it helps to look at what change is going to get your attention and effort.
Look for the smallest change that will achieve what is needed and be wary of wholesale change and change for change’s sake.
Look also at the fourth type of change, yours and other people’s beliefs or ways of seeing things. Changing in this area may be harder work but the end result of people changing their attitude to something can be dramatic.
Jo Ellen and Robin run Impact Factory a training company who provide Dealing with Change and Change Management, Public Speaking’ Presentation Skills, Communications Training, Leadership Development and Executive Coaching for Individuals.
It is a common belief that the human brain is somehow empty at birth, and as the child begins to grow and receive stimulus, the neurons start making connections. Science is now discovering, however, that the reverse may be true. The infant is actually born with many more neuron connections than most adults have. It may be that learning does not happen by making neuron connections, but rather by “weeding out” those that are not used. If this is true, then we are all, literally, born with brilliant minds and we must “use it or lose it.”
In the first weeks of life, most babies will babble every possible sound imaginable. Yet, these children will later lose the ability to create sounds that are not a part of the language they have been trained to speak. Therefore, the child’s environment will play a tremendous role in brain development.
Scientists claim that in our society the average individual uses only 5 - 10% of the brain’s potential. Imagine what your life could be like if you were able to stimulate your mind into activating even a small portion of that unused potential!
Begin by asking yourself:
1. If I could have anything at all, what would it be?
2. What would I need to do to attain it?
3. What stops me from doing those things now?
4. How can I overcome those challenges to attain the life I desire?
These questions move us into the realms of imagination and positive thinking — the qualities that will allow you to awaken that other 90% and keep those neurons firing! Now you might say to yourself, “I already have a positive attitude,” or, perhaps “that positive stuff doesn’t work — all I need is willpower!” But the following demonstration proves that the imagination is far more powerful than willpower can ever be.
Okay, ready for the test? Gather all of your strength and “willpower.” Be sure NOT to do the following … here it comes … DON’T think of a red firetruck!!
What happened?
You automatically thought of a red firetruck, right? This is because when the “will” and the “imagination” are in conflict, the imagination always wins. Most people spend a great deal of time telling themselves what they DON’T want, instead of what they DO want. Even with every ounce of willpower they can muster, they somehow end up with more of the same old thing. That’s because the mind works in pictures, not words. Imagination is the secret ingredient of life. If people imagine themselves “rich,” regardless of the amount of money they have, chances are they will be healthy and strong and live an abundant life. If a rich man imagines himself poor or on the brink of losing his fortune, it is likely that trouble and sickness will plague him to the grave.
All that we are searching for in life is already present within ourselves. The sooner we come to believe in the power of our own imagination, the easier our lives will become. I challenge you to stretch your mind to the possibility of accomplishment beyond your present aspirations. What if, in an attempt to reach your goals, you awakened the powerful latent genius within? How would you feel if you found the cure for AIDS or cancer? Think of the people who would benefit from your achievement. The reality is that until everyone on the planet imagines a world of health and vitality for all, there will always be disease and woe. Take charge of your life now. Imagine your way to health and happiness and it will be so.
Dr. Patrick Porter is an entrepreneur, award-winning author, and motivational speaker. His electrifying keynote speeches and seminars deliver the real life, nuts ‘n bolts concepts. For more information go to: Patrick Porter, Ph.D.
“What You Tolerate Becomes Your Standards.” This is a critical management philosophy that will assist you in driving high performance. When your employees are not performing, here are the steps to take to analyze why that performance is lower than the standard and suggestions for imbedding this philosophy into your organization’s culture.
1. Do you have clearly defined standards? When employees are not performing, the first place to look is to your definition of what you would like for them to do. Too many job descriptions are vague or contain perceptions instead of clear behaviors. Do your job descriptions include standards like, “Responds to Customers in a courteous manner”, “Dresses professionally”, or “Responds immediately to Customer concerns”? If any of these statements sound familiar, the first reason why you may be experiencing low performance is due to the lack of clarity of your standards. Define “professional” “courteous” and “immediately” and then your employees will have a clearer understanding of what you expect them to do.
2. Do your Managers hold your employees accountable for following the standard? If you look around your workplace and find that people are not dressed professionally, are eating in the work environment or are communicating in ways that do not meet your expectations; look to your Supervisors for answers. When someone does not follow the dress code, is this communicated to the employee? If Supervisors are not holding employees accountable for following the standard, then the employees will do as much as they think they can get away with. People’s performance only rises to the highest level of tolerance of your standards, not to the standards themselves. Teach your Supervisors how to effectively communicate the standards and how to convey messages that could be perceived as negative. When you have to tell employees that they are not following the standard, it can be an uncomfortable situation. But it doesn’t have to be. Teach your Supervisors how to use “I statements”, clearly stated facts and how to avoid accusatory language and their exchange of ideas will be more positively received.
3. Do you instill consequences for lack of performance? Once you create clearly defined standards and you teach your Supervisors how to communicate the desired level of performance, you must ensure that you instill the consequences for lack of performance. If your attendance policy states that after the 4th absence, there is a verbal warning given- be sure that this consequence is administered. Employees need to trust that you will do what you say you are going to do. If they know the policy and you do not follow through on the consequences, employees will lose respect for your organization. Employees need to trust that you will do what you say you are going to do- both positive and negative things. If employees observe you following the policies with some employees but not others, they will feel that you treat them unfairly. If they perceive a level of unfairness, they will become irritated and disgruntled. Then this can lead to unnecessary time being spent on HR related issues. Follow through and adhere to the consequences that you have in place and you will create a fair and respected environment.
By following these three general rules of standards, you will increase your levels of performance, increase your productivity, increase your morale and create a more WOW place to work for everyone.
With 23 years of call center experience, national speaker and author, Kimberly King, helps clients create WOW customer experiences. Contact her at http://www.interweavecorp.com or 877-969-3283. You will be WOWed by her passion and knowledge.
A lot of businesses find themselves faced with some serious issues when it comes to training. Hiring a single training manager or even a team of trainers isn’t always cost effective, but there are ways to still provide great training without having to add extra personnel. There are even ways to get expert instruction without actually having to hire an expert. Smart business turn to training videos to assist in the process. Whether custom created for a company or standard industry videos, this type of footage can be a valuable and cost savings tool for almost any business.
The advantages to video training are many. They include:
* Ability to tailor training. If there’s one thing about training that holds true, it’s the fact that there’s never a one-size-fits-all program. No two companies, or two employees for that matter, are alike. This means different training will be needed. One company might require standard customer service training programs to help their employees succeed, while another could be in need of a safety video. By providing a whole host of options, training programs can be tailored to fit many different company needs.
* Flexibility. Few companies, especially really small ones that depend on every person, can actually expect their employees to drop everything for long training sessions. Videos are ideal for helping handle scheduling problems and they can even be shipped out to different locations.
* Customization. Depending on a company’s training budget, videos can be custom created to handle different training needs. If, for example, your company handles security, you can create training videos to explain corporate policies for handling different situations. It’s even possible to have staff members in front of the camera to ensure your message is conveyed as you’d like it. Custom videos can literally cover any topic or topics deemed necessary by a company, and once made, they can be used time and again, and even updated as necessary.
* Ability to provide in house training. Since training videos can be tailored to meet needs and customized as well, there’s no need to outsource a lot of basic training. This can save a lot of money in course costs, and what’s more, the videos can be reused as new employees come onboard or refresher courses are needed.
Getting a video training program together is a fairly simple undertaking. A lot of companies offer basic, pre-made training videos for everyday business situations like sexual harassment training, first aid, driver’s safety and so on. For those who need to create custom videos, there are companies available to help do that, or even staff members who might shine by undertaking the project.
Companies that handle video creation generally will assist in everything from the script writing to the casting - whatever it takes to get the job done. For those companies who want to do things in-house, that’s more than possible with a good camera and editing equipment.
While video training won’t necessary work for every situation, it’s a great way to handle some of the more basic training programs. What’s more, the method is cost effective and saves a lot of time in scheduling and dealing with the little details.
More resources
Training video information.
http://www.trainigvideoclip.com