Slide 1: Introduction
The training will be centered on feedbacks and the essential aspects of feedbacks to an organization. The total expected attendance would be 100 trainees who double as managers in their respective organizations. The training will be a broad one, and this necessitated to have it split into two days with each day's activities well listed. The listing of activities will enable the managers to understand with ease and remain committed to daily activities.
Slide 2: listing the activities of the second day
The activities of the second day will revolve around feedbacks. During this day, the managers will be involved in role plays to understand the 360-degree feedback techniques better. The instructor will be the leader, though will embrace several groups for easier facilitation of the lectures. The managers will be trained more specifically on embracing feedbacks as a tool to foster positive development in their organization. The instructor will be careful to engage and occupy the concentration of the audience through the entire training.
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Slide 3: Set up of the training
The setup of the training should be well taken care of. The number of trainees is significant, hence the need to group them in group tables of ten. Each group needs to be provided with a computer-stored with relevant and crucial materials for the training. The facilitator will also issue name tags to the trainees. That will help in easier identification and recognition, especially during question and answer sessions (Herman et al., 2019). That will also make it easier for the instructor to identify members quickly and during the entire training. The grouping of the members should be done in a way that promotes workplace diversity. The groups will comprise women, men, people with disabilities if any, and a balancing of old managers and fresh ones will be considered. This diversity will provide avenues for growth and positive interaction.
Slide 4: Instructional Delivery
The instructor will adopt and use delivery methods that promote faster understanding. Company managers are always busy and have their minds tied with their job responsibilities, requiring a straightforward presentation. Every session needs to start with a question that will capture and draw the attention of the audience (Blanchard & Thacker, 2013). The use of videos and images will break the monotony of theory work and encourage focus and straightforward interpretation of the concepts. Therefore, the facilitator will stick to excellent instructional methods of delivering content.
Slide 5: Feedback and Communication
The training should well and elaborately capture all aspects of feedbacks. Managers need to be reminded that feedbacks are essential for the growth and development of their companies. Feedbacks are a necessary tool for achieving success and is two-way traffic. Feedback deserves feedback from the concerned authority. Feedbacks are of different forms and can come from a consumer, employee, or manager's performance evaluation feedback. The audience should be made to appreciate and promote feedback opportunities in their organizations.
Slide 6: learning objectives
Objectives form the guiding principles any kind of training (Quilligan, 2007). It is the objectives that will enable the managers to understand the critical areas of the activity. Every training area is equally important, but providing precise and clear objectives will be vital as the managers will judge their understanding based on the set goals. The purposes will also help the instructor remain on course and deliver relevant presentations during the entire training period.
Slide 7: continued learning objectives
The primary objectives of the training are to, Provide effective feedback to their employees, Utilize 360-degree feedback and understand the trainees' (managers) role-play in employee feedback. The appropriate group works and role-plays will be the main contributing strategies towards achieving the above objectives.
Slide 8: Why feedback
Feedback, both good and negative, is quite beneficial. In this session, managers will be taught how to receive and react to feedback. The session will also entail the importance and the reasons for providing feedback. Managers will also understand that feedback is only helpful if it acknowledges both strengths and faults of the organization.
Slide 9: Wrong and Right reasons for feedback
There are various reasons and motives for giving feedbacks in an organization. People can rate the services offered to them according to their present moods, their behavior, or influence by their colleagues. Managers need to be equipped with good leadership skills to identify and accord each feedback the due seriousness it deserves. Managers should never be biased, and it is their role to respond to the various feedback positively.
Slide 10: Effective feedback
Managers will have to be trained on effective feedback. Employees rely on feedback from the management to realize which areas they should improve on and which areas to retain the standards. Managers should provide feedback in times, transparent, and goal-referenced manner. Consistent feedback and appropriate action will serve to propel their companies forward.
Slide 11: Types of constructive feedback
Negative feedback consists of reprimands for previous actions. It focuses on unsuccessful behavior that should be avoided. Positive feedback comprises statements that confirm previous behavior. Focuses on successful behavior that should be sustained. On the other hand, negative feed-forward encompasses statements concerning future performance that are meant to be corrective. The focus is on future behavior that should be avoided. The Positive feed forward entails statements that reaffirm future behavior—focused on future-oriented behaviors that will boost performance.
Slide 12:36o-degree feedback
The word "360 degree" refers to how they interact with their employers, colleagues, direct reports, and subordinates. It's set up so that a wide range of people can provide their perspectives on the subject, resulting in a person's complete image. It is mainly used as a development tool because it allows for information about a subject's work competencies, behavior, and working relationships. It's also only given to individuals at the very top of a company's structure.
Slide 13: pros and cons of 360-degree feedback
The managers will have to be enlightened on the advantages and disadvantages of this feedback technique. That will be more helpful in understanding this critical technique as a development tool when done correctly.
Slide 14: manager’s role in employee feedback
Helping people grow is an essential component of management. Giving feedback is most likely the manager's most important task in this regard. The recipient of performance evaluation is greatly influenced by how managers construct and deliver it. In this session, managers will be taught their role in giving performance feedback and how to use it to promote organizational growth.
Slide 15: Conclusion
The train will be finalized upon completion and achieving the objectives. This presentation will have accomplished its mandate if the managers will be sufficiently contented with the contents covered towards achieving the primary goals. Therefore, it will be healthy to conclude the training by getting feedback from the managers on how the movement has been for the two days.
References
Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed.). Pearson College Division.
Herman, B. D., McKay, S. K., Altman, S., Richards, N. S., Reif, M., Piercy, C. D., & Swannack, T. M. (2019). Unpacking the black box: Demystifying ecological models through interactive workshops and hands-on learning. Frontiers in Environmental Science , 7 . https://doi.org/10.3389/fenvs.2019.00122
Quilligan, S. (2007). Communication skills teaching: The challenge of giving effective feedback. The Clinical Teacher , 4 (2), 100-105. https://doi.org/10.1111/j.1743-498x.2007.00154.x
