Build a team
The first step is to assemble a project team to build and promote workplace education in your organization. This team will be made up of representatives from all stakeholder groups including managers, supervisors, workers, and union representatives if applicable.
Your Workplace Education coordinator will help you set up the project team and make the process seamless by:
The Project Team will:
The next step is to conduct an Organizational Needs assessment. This assessment is a key element of a successful Workplace Education initiative. The Assessment is led by the Workplace Education coordinator. This may include face-to-face interviews, meetings, focus groups, surveys, and workplace tours. A report documenting the educational needs and goals of the organization along with recommendations about how to meet those needs will be produced. Topics might include:
Once the assessment is complete, the Project Team will meet to review the assessment and discuss what the program should achieve. The team will arrive at common, agreed-upon goals and ways to achieve those goals.
Some examples of program goals that have been set in the past:
A selection committee is created to hire the instructor. It is recommended that a cross section of employees be included on the committee. For example the committee might include a manager, a supervisor, an employee and a union representative.
The following tools are provided to help with the hiring process:
The selection committee interviews potential instructors and recommends which one to hire. The Workplace Education Coordinator can support you through this process however, the final hiring decision belongs to the project team.
The instructor develops a customized course based on the organization's needs and provides onsite instruction to workers.
The instructor will:
The program is evaluated throughout the process. Information is gathered from participants, the instructor, managers, supervisors, and the Project Team. A variety of methods such as surveys, focus groups, informal interviews, records and observations may be used.
A written summary of results is produced at the end of the program and recommendations for further workplace training may be made.
Success stories need to be told and celebrated, so we can learn from them and ensure it happens again, and again...
It is important to acknowledge and celebrate both individual and corporate successes. Recognition and celebrating success contributes to a learning culture.
For some employees, new skills and knowledge, along with the increased professional opportunities they provide, are reward enough for participating in learning opportunities. For others, direct recognition of achievements increases enthusiasm and participation, and contribute to the emergence of a workplace culture of learning. Workplaces may recognize this and create personal incentives for employees to succeed in work-related learning.
Here are examples of results well worth celebrating: