The system model of training (ADDIE) is the most suitable training process model for managers. The model has five phases which include analysis, design, development, implementation, and evaluation (ADDIE). The system model is dynamic and flexible which makes it more effective in training employees (Almomen et al., 2016). The objectives of the training are to ensure that, by the end of the presentations, the participants can deliver unfavourable news simply and clearly without causing unnecessary anxiety. The participants should also be able to maintain the right body language while delivering bad news to the employees to avoid more disappointment. The measurement of the objectives will be on every individual to make sure all participants benefit from the training.
The analysis phase entails identifying and analyzing of training needs. It involves analyzing of employees requirement, departments, workers that require the training, what the need to be trained on, and estimating the cost of training (Vejvodova, 2015). To have a clear understanding of the situation, it is important to undertake a survey. The survey will help in formulating the objectives of the training and also in the creation of the content to be delivered during the training. The issue that came up was on how the managers could deliver unfavourable news to the employees. Such instances include, changes in compensation status, rejected raise, cancelled project, or even poor performance review. The reason for the training is that managers find it difficult to deliver bad news because they lack knowledge on how to go about it without causing more harm than what is already there.
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The designing stage involves coming up with a design that will meet the identified needs. At this phase, the objectives of training are developed, learning steps are identified and structuring and sequencing contents of the training (Almomen et al., 2016). During the training, the main objective is to train the managers on how to deliver unfavourable news to the employees. There are the correct ways to deliver unfavourable news to the employees and also there is the wrong way of doing and therefore the managers will be trained how to do it correctly. According to studies done on the subject, the worst way of delivering bad news is to sugar-coat the news o to beat around the bush (Streicher, Graupmann, & Weisweiler, 2014). It is therefore important when delivering bad news for the managers to have clarity and directness.
During the developing phase, a list of activities is created to help the employees who are participating to learn. At this stage, a delivery method is arrived at, the training materials are examined, and the information that is to be imparted is validated to ensure that all the objectives and goals are achieved (Vejvodova, 2015). To achieve the objective of the training, an experiential approach will be applied. An experiential approach allows participants, the managers, to have discussions and be immersed in situations making the activity relevant and real. The approach also allows the trainees to have time to reflect and also come up with action plans of how they are going to apply what they learn during the training. The approach is effective because the managers will participate making them feel that they are part of the solution and therefore endeavour to apply the skills and knowledge they gain to achieve the company’s goals.
In the implementation stage, the training program is delivered to the employees. The training materials and products are distributed to the trainees. For the implementation phase to be successful, the preceding stages must be conducted properly (Almomen et al., 2016). When delivering bad news, it is important to share reasoning because the employees will accept unfavourable outcome if they are convinced that the decision was fair. It is important to share the news first and then the reason to follow (Streicher, Graupmann, & Weisweiler, 2014).
The last phase is the evaluation stage which starts during the implementation phase. It involves the measurement of the results of the training program starting after the classes are completed. To determine whether the training was successful, the measurements and feedbacks are analyzed (Almomen et al., 2016). During the evaluation, the objectives will be revisited to determine whether they were achieved or not and what to do so that the objectives are fully achieved. The people involved in the process meet and discuss the achievements and shortcomings of the process and make adjustments and the model starts again.
By the end of the training, the participants will be able to make a clear and specific statement to an employee delivering unfavourable news. The trainees will come up with creative and different ways to deliver bad news to employees (Zahra & Naeem, 2014). After the training is completed, the managers will demonstrate how to communicate while maintaining the right body language to ensure that the employees are comfortable and accept whatever news they are given. The presentations will help in measuring the effectiveness or success of the program and also aid in improving the content.
The participants will present unfavourable news to other participants to show their level of understanding. They will be given different statements delivering unfavourable news and they will be required to state which statement is correct and which is wrong and give a reason for every response (Elnaga &Imran, 2013). The responses will help in determining whether the content delivery was successful and not and what should be done to improve the content.
References
Almomen, R. K., Kaufman, D., Alotaibi, H., Al-Rowais, N. A., Albeik, M., & Albattal, S. M. (2016). Applying the ADDIE—analysis, design, development, implementation and evaluation—instructional design model to continuing professional development for primary care physicians in Saudi Arabia. International Journal of Clinical Medicine , 7 (8), 538-546.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European journal of Business and Management , 5 (4), 137-147.
Streicher, B., Graupmann, V., & Weisweiler, S. (2014). A spoonful of fairness: Training in fairness principles helps communicate bad news. International Journal of Training Research , 12 (1), 71-82.
Vejvodova, J. (2015). The ADDIE model: Dead or alive. Department of Czech Language and Literature, Institute of Lifelong Learning, University of West Bohemia .
Zahra, S., Iram, A., & Naeem, H. (2014). Employee training and its effect on employees’ job motivation and commitment: Developing and proposing a conceptual model. IOSR Journal of Business and Management , 16 (9), 60-68.
