{PassionHR} Video Gurus! - Training & Development

 

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24.12.2008

ISSN 0972-3900

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Training and Development Video Gurus! Videoconferencing to bolster orientation. .....read more Video Gurus! Videoconferencing to bolster orientation. Effective "Risk Management" to know more Reading Time: 5 minutes (794 Words) Key learnings: The use of videoconferencing as a training tool is not very popular Its benefits are adequate enough to make it a viable orientation tool Organisations save almost 40 percent of travel costs by videoconferencing. They also use this amazing communication tool to save on their training costs. But the use of videoconferencing to train new employees is still an idea in the making. Nonetheless, training new recruits with minimum expenditure is a possibility made real by videoconferencing. However, sceptics are of the opinion that the lack of actual face-to-face interaction can compromise the success of new recruit training. This week's mailer looks into how organisations can work around the shortcomings of videoconferencing to use it as an effective orientation tool. Video advantage Question: "How would you feel on your first day at work if you were welcomed by someone talking out of a television screen?" Answer: "I would feel a part of Star Trek!" And that is probably how every new employee will feel if he walks into a training room only to find his instructor on the television screen! Of course, this is much better than teleconferencing with his trainer or no training at all. There are instances of new employees going through orientation months after joining. Nonetheless, the 'artificiality' of the training exposure can increase a new comer's discomfort. Running a dedicated orientation programme for an individual or a couple of them is not cost-effective. Assigning training resources for a small number can be challenging. Here is how videoconferencing can address the issue. To better video training Stage one of orientation involves getting new recruits to fill up a number of forms and peruse the employee handbook. The task of taking an employee through this formality can be delegated and more importantly simplified in the following way: The training department can keep all the papers that need to be filled or perused and put them in a file with the title 'welcome kit'. This is similar to what banks do for their new account holders. The kit can be handed over to a new employee. To simplify the process further, filled specimen copies of all forms can be a part of the kit to give employees an idea of what can be or expected to be written. A relatively 'free' member from the new employee's team can be delegated the task of handing over the file and assisting in filling the forms. The second stage of orientation is taking a new employee on a tour of the premises. This task too can be delegated. Again, a team member is a good choice, but anyone from the HR or training department will also be suited. However, the employee in-charge of the tour should ideally be in-charge of the next stage of orientation. This way the discomfort of being handed over to a 'video' trainer is mitigated (experts argue that interacting with too many people on day one can be as unnerving as meeting too few). This is how it all works. On Ravi's first day at work, Mahesh, from the administration section, helps him out with the welcome kit and hands him over to Sheela, a member from Ravi's team. Sheela is now in-charge of taking him around and is also responsible for taking him through the next stage. Sheela finally settles Ravi in his cubicle and switches on his computer. Ravi is asked to open a folder titled 'Welcome Ravi'. The folder contains dial-in codes, a conference call number and instructions on how to videoconference. Once Ravi is comfortable with the instructions, Sheela goes back to her desk to be part of the conference call. When Ravi connects, he is first greeted by Sheela, who then introduces him to the CEO, who welcomes Ravi to the organisation and signs off after the pleasantries. Ravi can see pictures of both Sheela and his CEO on the video screen. Soon after, Sheela connects Ravi to a recorded conference call and runs simultaneously a series of videos and PPTs explaining products and services of the organisation. Ravi's future bosses and co-workers pop in and out of the videoconference whenever they are required to be part of instruction-giving. He is also taken through videos detailing what he will be doing. Ravi can now visualise his job description and feels more comfortable about his new tasks. The reasoning at this point that once Ravi is comfortable in his job, the absence of in-person instruction will not be of any concern. This reasoning justifies the use of videoconferencing as an orientation or new recruit training tool. Videoconferencing is a cost-effective way of bringing new employees up to speed without anyone having to stop working to train them. Published by TheManageMentor. Contact us at memberservices@cnkonline.com Kirtana Related Reading: 1. "New hire video conferencing", by David Byrd 2. "Your onboarding programme needs a pair of fresh eyes", by David Lee 3. "You didn't pick things up quickly enough" 4. "Onboarding that welcomes and inspires", by David Lee Top

These documents are provided for informational purposes only. The information contained in this document represents the current view of TheManageMentor on the issues discussed as of the date of publication. Because TheManageMentor must respond to changes in market conditions, it should not be interpreted to be a commitment on the part of TheManageMentor and TheManageMentor cannot guarantee the accuracy of any information presented after the date of publication. INFORMATION PROVIDED IN THIS DOCUMENT IS PROVIDED "AS IS" WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND FREEDOM FROM INFRINGEMENT. The user assumes the entire risk as to the accuracy and the use of this document. This document may be copied and distributed subject to the following conditions: 1) All text must be copied without modification and all pages must be included; 2) All copies must contain TheManageMentor copyright notice and any other notices provided therein; and 3) This document may not be distributed for profit. All trademarks acknowledged. Copyright C & K Management Limited. 2001-2004.

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