Team
Briefing Booklets have been used in a variety of situations
by our clients such as:
| Pertaining
To: |
Application: |
| TRAINING
PREPARATION |
1.
In advance of a training course that individuals have
been invited to attend (as a quick overview of the general
topic). |
| SELF
STUDY DEVELOPMENT TOOL |
2.
As a means to give individuals or teams some simple
awareness of a topic or to introduce the topic in a
basic way. |
| SETTING
THE STAGE |
3.
As reading before a meeting, team training or communication
session in which a particular topic is planned for discussion.
|
| POST
TRAINING |
4.
As reading after a meeting, team training or communication
session in which the particular topic is discussed and
individuals need a well produced take away summary. |
| JOB
AID |
5.
As a simple summary document and template (on the back
page) to refer when involved in one-to one direction
and mentoring. |
| COACHING
TOOL |
6.
To guide discussion between a coach and “coachee”
in applying best practice to actual job performance.
|
Team
Briefing Booklet Case Study
In one large multi-national organization, the goal was to
offer all call center employees (a group of over 1500 people)
more training the area of personal skill development. The
problem was that the shift pattern only allowed training to
be delivered in two hour periods at a time.
The
solution to this problem was to use the Worldwide Center for
Organizational Development’s Team Briefing booklets.
These could be loaded extremely cost effectively to the local
HR Intranet site (for less than $0.10 cents a booklet) and
downloaded to everyone’s PC as a printable PDF file
(giving individuals only 12 pages of concise but extremely
useful information on the topic).
Supervisors
programmed learning every second week (over an 18 month period)
and asked individuals to print a particular Team Briefing
Booklet topic, read it and make some personal notes for themselves.
At each relevant team meeting, the supervisor than made a
short presentation (usually for 10 minutes or so) to the assembled
group of people and then asked each person to discuss the
topic openly and identify ways in which the learning could
be applied or put into practice in the workplace. As these
training sessions only lasted around an hour, there was still
plenty of time to discuss other work related matters and have
no adverse affect on the shift system. In addition, both supervisors
and their team members learned so much in these sessions.
Over the entire period, over 70 teams worked their way through
all thirty-five topics and started putting the theory immediately
into practice-a great result for the individual, the team
and the whole organization.
2004
Worldwide Center for Organizational Development, Site developed
by PHMultimedia.com |
