FACILITIES MANAGEMENT

TRAININGSTRATEGIES TO HELP YOU MEET YOUR

TRAINING NEEDS

Our goal today is to have discussion on what Facilities Management Departments in our region are doing to meet their staff training needs.

Training is a key factor in employee motivation and retention. Employees want the opportunity to continue to grow and develop job and career enhancing skills. At Dalhousie FM we have made it one of our goals to establish and maintain a professional development program.

To create a knowledgeable and effective workforce.

To create a pool of readily available and qualified replacements for personnel who may leave or move up in the organization. (e.g. Succession Planning).

Why is staff training so important?

Changing technologies New regulatory requirements Budget restraints Time constraints Diversity of training required

Any other challenges?

It is hard to meet today’s training needs because of:

Dalhousie Mount Allison Then discuss as a group what others do

differently that works for them.

We will look at what a couple of different institutions currently do to meet staff training needs.

Prior to the beginning of the Fiscal Year, Directors are asked to submit staff training request for next fiscal year for their unit.

Directors do this in consultation with their managers, supervisors and staff.

Taking into account the departments strategic goals.

Dalhousie

Once received all requests are compiled and slotted into one the following categories:

Priority 1 - Legislated Requirement Priority 2 - Functional Responsibility Priority 3 - Performance Enhancement Priority 4 - Professional Development

Dalhousie

Based on what our budget is we determine what priorities of training we can approve.

Have a contingency funds set aside for training needs that come up during the year.

Communicate approved training plan to staff and post on website.

We also develop multi-year training plans for certain training.

One individual responsible for managing the plan - to make sure training is being scheduled and taken. This individual also sources training opportunities and providers.

Dalhousie

Other strategies that we use to achieve training needs: Use in-house/university resources to give training

◦ Environmental Health and Safety Office◦ Employee Organization Development◦ Train the Trainer ◦ On the Job Training◦ Management Supervisory Development Program

Benefits of membership in a organization ERAPPA Video Library Develop multi year plans Investigate if more cost effective to bring trainer in to

provide training.

Dalhousie

Mount Allison

“Training is the first thing to go!”

Part-theory, part-practice

Target:

To administer $100,000 worth of training with a $5,000 budget.

Mount Allison

√ Define Organizational Objectives (FM) “…committed to providing education,

training, and development to enable all employees to perform their job functions proficiently and safely, as well as prepare employees for career advancement.”

Mount Allison

√ Define Organizational Objectives (FM) Conduct Needs Assessment (managers &

employees)

Mount Allison

√ Define Organizational Objectives (FM) Conduct Needs Assessment (managers &

employees) Document Training Objectives

Employees are required to receive a minimum of three hours of job safety education per year.

Employee Education, Training, and Development Objectives

Employees are required to receive a minimum of 16 hours of job-related courses per year.

Employee Education, Training, and Development Objectives

Supervisors and managers are required to participate in a minimum of 24 hours of supervisory- and management-related courses per year.

Employee Education, Training, and Development Objectives

Supervisors are required to maintain education, training, and development records for employees under their supervision.

Employee Education, Training, and Development Objectives

Supervisors and managers are required to facilitate a minimum of eight hours of on-the-job training for employees under their supervision.

Employee Education, Training, and Development Objectives

Non-job-related education, training, and development must be approved by Management.

Employee Education, Training, and Development Objectives

Approved in-house development courses are conducted 50 percent during work time and 50 percent during non-work time. Employees must attend the non-work-time portion of the course as a condition of participation. Employees will not be compensated for the non-work-time portion of development courses.

Employee Education, Training, and Development Objectives

Mount Allison

√ Define Organizational Objectives (FM) Conduct Needs Assessment (managers &

employees) Document Training Objectives Select the Trainees, Training Methods and

Mode

Regulatory Health & Safety Workplace Skills Technical Manager/Supervisor Developmental

Pillars

Priority 1 - Legislated Requirement/Health & Safety

Priority 2 - Functional Responsibility (need to do job)

Priority 3 - Performance Enhancement (enhances job)

Priority 4 - Professional Development (future)

Prioritization

In-house◦ Health & Safety Manager◦ Human Resources Department

Train the Trainer Benefits of membership in a organization – APPA Book/Video/CD Library Suppliers Contractors Conferences/Trade Shows Webinars Projects

Training Strategies

Group recommends

Director – Final Approval

Quarterly review unless otherwise

requested

“Living document”

Approval cycle

Mount Allison

√ Define Organizational Objectives (FM) Conduct Needs Assessment (managers &

employees) Document Training Objectives Select the Trainees, Training Methods and

Mode Choose a Means of Evaluating

Mount Allison

√ Define Organizational Objectives (FM) Conduct Needs Assessment (managers &

employees) Document Training Objectives Select the Trainees, Training Methods and

Mode Choose a Means of Evaluating Administer Training

Mount Allison

√ Define Organizational Objectives (FM) Conduct Needs Assessment (managers &

employees) Document Training Objectives Select the Trainees, Training Methods and

Mode Choose a Means of Evaluating Administer Training Evaluate the Training

What do other organizations do differently?

Training commitment from employees. How do institutions address this issue?

Do institutions require staff to report on the benefits of the training that they have taken?

How do organizations keep a record of training that staff has taken and when it is up for renewal?

Other Talking Points:

Did we miss anything?