Team member training

Team member training

1. SECTION 1 HOST ORGANIZATIONS UNIT 2 INTRODUCTION TO TEAM MEMBER TRAINING

2. What will you learn in Unit 2 This unit is aiming at supporting organisations (companies, SMEs, public institutions, NGOs, etc.) in integrating people with disabilities in the workplace. Hosting organisations must be able to possess the knowledge and skills to create a working environment, suitable and conducive to workers with disabilties , and support them mentally and physically in their daily tasks. This unit will prepare executive staff of hosting organisations in getting familiar with “team-member training” and adopting all the necessary and proper procedures to meet the needs of workers with disabilities who are integrated into their hosting environments.

3. Become familiar with team-member training and skills Understand their role and responsibilities on the smooth integration and training of disabled staff Understand the importance of a supportive organisational culture and effective organisation of work when developing training strategies Get to know the benefits of an effective communication during team-member training Improve team-member management, training and development policies Learn how to manage people successfully Learn how to manage conflicts efficiently Key concepts

4. Introduction to team member training

5. Team-member training What organizations should know Organizational structure Organization of work Communication Team-member management People management Executive staff roles and responsibilities Team quality and skills Activity In this Unit

6. Team training is the process t hat responds to individual and group proficiency through different procedures defined by organisations, aiming to improve team collaboration and efficiency, to increase motivation and productivity and meliorate the quality of work of personnel (University of Minnesota, 2021). It is aiming at developing , facilitating and strengthening team relationships, based on the different characteristics that their workers possess to promote an inclusive and diverse working environments for all. 1. Team-member training Organisations’ respect and commitment to inclusion and diversity in the workplace increases workers with disabilities’ independence and self-esteem and develop a climate in which through the promotion of conducive training, workers with disabilties are enabled to evolve their knowledge, abilities and skills (New Brunswick Association For Community Living (NBACL), 2021).

7. Learning employees with disabilities - an employer's perspective In this video, a Senior Faculties Manager talks about hiring people with disabilities, and how the working environment would respond to their needs. Also, we see work challenges and responsibilities from the eyes of employees with disabilities in the organisation .

8. Therefore, the executive staff must customise the nature of the jobs in which people with disabilities are placed, focusing the scope on “job carving”. It is the process by which organisations analyse the performed duties of a specific job position and identify particular tasks to be assigned to an employee with disability, based on his/her capabilities and skills (Griffin, 2021).  Source: Unsplash

9. 2. What organisations should know Training leaders and executive staff must have philosophical understanding of the values , needs , knowledge and skills of people with disabilities they hire within their organisation . More specifically, when developing trainings for all employees, including workers with disabilities, the training content of the team-member training must be multi-faceted and focused on the below areas: emotional wellness supporting systems effective communication practical, communication and team-building skills legal requirements interactive resources and tools

10. Based on the above, the training content should be designed based on the needs and characteristics of the audience and the job requirements, and must respond to the needs of workers with disabilities before, during and after their employment in the organisation . It is therefore significant for the top management to understand that training should be part of a continuous education and development in order to respond to the challenges and needs of workers with disabilities within the workplace.

11. 3. Organisational structure Organisational (centralized) structure is the system defining and regulating the way activities are directed within an organisation in order to meet organisational objectives, and it is usually defined by the executive staff following a top-down methodology. It is focusing its attention on talented employees, ensuring that they can master certain job roles and achieve organizational goals. Therefore, organizational structure is significant not only for the top management but for the employees as well, as it settles on the salaries that are distributed to the employees of different departments, based on their set of skills and future potential (Investopedia, 2021).

12. Understanding the skills and capabilities of people with disabilities is essential when developing training activities and programs for workers with disabilities and their peers. The executive staff needs to take into consideration some key-steps , as indicated in the Diagram 1 . T eam-building activities play an essential role on the integration and development of team members. The training approach must follow a common language of communication and focus on disability awareness and sensitivity (i.e., mental health, education, disability, inclusion and support). Identify the workers and professionals who need to participate in team-building activities Be able to develop and deliver support training plans for disabled workers (and their peers) based on their needs Build a common language of communication among the team members Communicate effectively when emergent needs arise Consider disabled workers’ accessibility to team-member training resources and tools Diagram 1: Source: The Arc (2019). Training Needs of Professionals who Serve People with I/DD and Mental Health Needs and their Families 

13. Induction and training for people with disabilities The video describes how induction and training can be considered essential factors for the successful integration of employees with disabilities in the workplace.

14. 4. Organisation of work The Organisation of Work is the process that defines the division, coordination and control of work within a working environment. This is to understand that employees who are assigned to complete specific tasks in regards to their organisational role, are responsible to manage their work responsibly in order to meet organisational objectives. According to Eurofound (2021), top management need to provide to workers with disabilities a clear picture of the: organisational procedures and rules decision-making processes work plan and processes job design and scheduling task responsibilities and allocation

15. The role of the trainer at this stage is highly significant, since specific job responsibilities, skills and tasks in preparing a training process must be taken into account (NBACL, 2021). Before team-member training begins, the person delivering the training must bear in mind: previous personal and professional experience, existing skills, competencies and abilities of employees with disabilities employees with disabilities’ potential in learning new skills and becoming familiar with new responsibilities and tasks the provision of specific equipment when delivering the training (if necessary) the job complexity and requirements

16. Smooth organizational functioning, as well as successful relationships between the top management and the employees can grow through effective communication. As supported by Back (2019), Whetten and Cameron (2011), interpersonal communication enhances the exchange of information between individuals and groups and supports them in (Celebrating Diversity, 2021): Developing and promoting confidence among team members Gaining new knowledge and skills concerning disability Gaining the know-how in working with disabled workers Exploring the barriers disabled employees experience Getting familiar with accessible and inclusive processes in training employees with disabilities Creating a more productive, creative and engaging training environment Enhancing organizational values and inclusive culture Delivering training based on real-life experiences 5. Communication

17. As Simon Sinek once said, “Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse” (Killion, 2016, p.1). A qualitative case of a Lithuanian furniture company indicated that to successfully manage team members at individual and organisational levels, top management must follow some key-steps (illustrated on Diagram 2). According to the authors Giedraitis, Stašys and Skirpstaitė (2017, p. 214), “Competences are the basis of teamwork, therefore, the…"mix" of the competences of the management team members is the combination of the pursuit of the set goals”. Coordinate core organisational and team members’ values based on core needs Encourage and motivate all management members to become leaders Acknowledge personality goals and competencies Identify those individual competencies which require future improvement Define operational goals for meeting individual and organisational goals Give more responsibility to those members of the team who request for it Give the space to the team members to solve conflicts independently and respectively Diagram 2 6. Team-member Management

18. According to Sandjojo et al. (2018), team member training effectiveness leads to the promotion of self-management of people with disabilities, as they can share their perspectives and experiences and explore areas of improvement. Observing and coaching disabled workers on-the-job can improve supervision quality and can bring great benefits to organizational environments in terms of progressive performance management and job satisfaction. Moreover, High-involvement, commitment and performance management are directly related to training practices and access to information, they increase the involvement of all employees in the firm and give the space to better understand the nature of their work and interests. This approach sees employees as an important asset and provides the opportunity to communicate issues that concern them through continuing dialogue between them, the top management and the rest of the team members.

19. When we focus on People Management, it is essential for managers to acquire emotional intelligence in order to be able to enhance employees development and achieve the following aspects ( Pavlou , 2020): DEVELOPMENT OF SKILLS INDIVIDUAL GROWTH PRACTICAL APPLICATIONS INDIVIDUAL AND ORGANISATIONAL EFFECTIVENESS Improve employees’ relationships Empower soft/interpersonal skills (i.e., communication, motivation, etc.) Empower hard kills (i.e., technical skills: reading, writing, typing, etc.) Improve understanding (i.e., what motives someone to do something, etc.) Enhance self-insight and self-knowledge Get into employees’ mind Assign tasks to team members based on their knowledge, capabilities and skills Evaluate individuals’ behaviours and progress Assess the ways the organization satisfies the individuals’ interests and needs Assess individual performance and evaluate whether it efficiently responds to organizational objectives Assess individual effectiveness 7. People Management

20. When managers deliver team member trainings, it is their responsibility to promote self-awareness and management, as well as social awareness and social skills. More specifically, each manager needs to have the following characteristics: SELF-AWARENESS SELF-MANAGEMENT SOCIAL AWARENESS SOCIAL SKILLS Emotional self-awareness – identify own emotions and assess their impact on work performance and group relationships Realistic self-assessment Self-confidence Control on personal emotions and reaction based on logic Trustworthiness Consciousness Adaptability Have achievement determination Have initiatives Have empathy Understand organizational awareness Be able to influence positively Be a visionary leader Be able to contribute to the development of others Be communicative Solve conflicts and improve relationships within the organisation Promote collaboration and teamwork 8. Executive staff roles and responsibilities

21. 9. Team quality and skills Team member engagement through various interactive activities leads to organizational development and effectiveness. Therefore, among other, the team member training skills that can be identified are at individual and organizational level are: MULTITASKING TASK SWITCHING TASK DELEGATION COMMUNICATION COLLABORATION DECISION-MAKING CRITICAL-THINKING PROBLEM-SOLVING SOCIAL SKILLS HARD SKILLS SELF-AWARENESS SELF-MANAGEMENT

22. Assessment Activity

23. As an HR Manager responsible for the smooth and successful induction of 1 worker with dyslexia in the position of the Project Officer, you have been assigned by your HR Director to develop and deliver one-day team member training with all members of the team (10 members). Since the new employee has never worked before, you decide to focus on “Disability Awareness” to promote awareness within the workplace. The aim of the training is that all team members must exchange ideas on how to provide a disability confident and inclusive work environment. This way, the staff can understand better how to be supportive of employees with disabilities and so enable them to be successful and valued members of the workforce. Your task is to design the session including the following information: - Topics and learning outcomes - Duration - Motives for employees to participate - Activities brief description - Debriefing activity

24. FURTHER READING 1. Sandjojo , J., Zedlitz , A., Gebhardt, W., Hoekman , J., Dusseldorp , E., den Haan , J., & Evers, A. (2018).  Training staff to promote self-management in people with intellectual disabilities  [ Ebook ]. John Wiley & Sons Ltd. Retrieved from https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/jar.12440 2. Disability Awareness Training - Disability Awareness. (2021). Retrieved 31 June 2021, from https://disabilityawareness.com.au/elearning/disability-awareness/ 3. Beadle-Brown, J., Bigby , C., & Bould , E. (2015). Observing practice leadership in intellectual and developmental disability services. Journal of Intellectual Disability Research, 59, 1081–1093. Retrieved 31 June 2021, from https://onlinelibrary.wiley.com/doi/abs/10.1111/jir.12208 4. Dannenberg, M., Mengoni , S. E., Gates, B., & Durand, M. (2016). Selfmanagement interventions for epilepsy in people with intellectual disabilities: A scoping review. Seizure, 41, 16–25. https://doi. org/10.1016/j.seizure.2016.06.022. Retrieved 31 June 2021, from https://www.seizure-journal.com/article/S1059-1311(16)30085-1/fulltext 5. Smith, K. A., Ayres, K. A., Alexander, J., Ledford, J. R., Shepley, C., & Shepley, S. B. (2016). Initiation and generalization of self-instructional skills in adolescents with autism and intellectual disability. Journal of Autism and Developmental Disorders, 46, 1196–1209. Retrieved 31 June 2021, from https://link.springer.com/article/10.1007%2Fs10803-015-2654-8 6. Smith, K. A., Shepley, S. B., Alexander, J. L., & Ayres, K. M. (2015). The independent use of self-instructions for the acquisition of untrained multistep tasks for individuals with an intellectual disability: A review of the literature. Research in Developmental Disabilities, 40, 19–30. Retrieved 31 June 2021, from https://www.sciencedirect.com/science/article/abs/pii/S0891422215000190?via%3Dihub

25. References University of Minnesota. (2021). 8.2 Types of Training. Retrieved 16 June 2021, from https://open.lib.umn.edu/humanresourcemanagement/chapter/8-2-types-of-training-2/ Action Learning Associates. (2021). What is action learning? Retrieved 16 June 2021, from https://www.actionlearningassociates.co.uk/action-learning/ SlidePlayer. (2016). Team Building and Team Training. Retrieved 16 June 2021, from https://slideplayer.com/slide/5757130/ Griffin, C. (2021).  JOB CARVING: A GUIDE FOR JOB DEVELOPERS AND EMPLOYMENT SPECIALISTS  [Ebook] (p. 1). Retrieved from https://www.easterseals.com/southerncal/shared-components/document-library/workfirst-transition-project/job-carving-cary-griffin.pdf New Brunswick Association For Community Living (NBACL). (2021). Identifying Employment Opportunities. Retrieved 16 June 2021, from https://nbacl.nb.ca/module-pages/identifying-employment-opportunities/ Investopedia. (2021). How Organizational Structures Work. Retrieved 17 June 2021, from https://www.investopedia.com/terms/o/organizational-structure.asp The Arc. (2019).  Training Needs of Professionals who Serve People with I/DD and Mental Health Needs and their Families  [Ebook] (pp. 1-8). Retrieved from http://thearc.org/wp-content/uploads/2019/11/Training-Needs-of-Professionals-who-Serve-People-with-IDD-and-Mental-Health-Needs-and-their-Families.pdf Eurofound. (2021). Work organisation. Retrieved 17 June 2021, from https://www.eurofound.europa.eu/topic/work-organisation Turner, P. (2020). Employee Engagement in Contemporary Organizations. Retrieved 17 June 2021, from https://sci-hub.se/10.1007/978-3-030-36387-1 MSG. (2021). Team Management - Meaning and Concept. Retrieved 22 June 2021, from https://www.managementstudyguide.com/team-management.htm Killion J. (2016). LinkedIn. Retrieved 22 June 2021, from https://www.linkedin.com/pulse/corporate-culture-matters-how-management-chooses-treat-jack-killion/ Sandjojo, J., Zedlitz, A., Gebhardt, W., Hoekman, J., Dusseldorp, E., den Haan, J., & Evers, A. (2018).  Training staff to promote self-management in people with intellectual disabilities  [Ebook]. John Wiley & Sons Ltd. Retrieved from https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/jar.12440

26. Giedraitis, A., Stašys , R., & Skirpstaitė , R. (2017).  Management team development opportunities: A case of Lithuanian furniture company  [ ebook ] (2nd ed., Pp. 212-222). Klaipėda , Lithuania: Entrepreneurship and Sustainability Issues. Retrieved 22 June 2021, from https://hal.archives-ouvertes.fr/hal-01705726/file/Giedraitis_Management_team_development_opportunities_a_case_of_Lithuanian_furniture_company.pdf Turner, P. (2020). Employee Engagement in Contemporary Organizations. Maintaining High Productivity and Sustained Competitiveness [ ebook ]. Retrieved 22 June 2021, from https://sci-hub.se/10.1007/978-3-030-36387-1 Gogus , A. (2012). Peer Learning and Assessment. Encyclopedia of the Sciences of Learning. SpringerLink. Retrieved 22 June 2021, from https://link.springer.com/referenceworkentry/10.1007%2F978-1-4419-1428-6_146 Action Learning Associates. (2021). What is action learning? Retrieved 23 June 2021, from https://www.actionlearningassociates.co.uk/action-learning/ Ramadanty , S., & Martinus , H. (2016).  ORGANIZATIONAL COMMUNICATION: COMMUNICATION AND MOTIVATION IN THE WORKPLACE  [ Ebook ] (pp. 77-80). Bina Nusantara University. Retrieved from http://file:///C:/Users/Panagiota/Downloads/3490-Article%20Text-9108-1-10-20170526.pdf Gonçalves Nogueira, M., de Oliveira Aguiarde Sousa, C., & Cuadrado -Gordillo, I. (2021).  Emotional Intelligence, Interpersonal Communication and Integration of People With Disabilities Inserted in the Labor Market  [ Ebook ] (2nd ed., pp. 106-113). International Journal of Business and Social Science. Retrieved from https://ijbssnet.com/journals/Vol_12_No_2_February_2021/9.pdf Celebrating Diversity. (2021). Retrieved 24 June 2021, from https://celebratingdisability.co.uk/disability-awareness-training-benefits/ Yamatani , H., Teixeira, S. & McDonough, K. (2015). Employing People With Disabilities: A Preliminary Assessment of a Start-Up Initiative, Journal of Human Behavior in the Social Environment, 25:8, 830-842, DOI: 10.1080/10911359.2015.1028261. Retrieved 28 June 2021, from https://www.tandfonline.com/doi/full/10.1080/10911359.2015.1028261 Michailidis , E. (2021).  The nature of HR strategy; Developing and Delivering strategies [ Ebook ] (p. 8-11). Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from file:///E:/Master%202020-2021/SHRM/TOPICS/LECTURES/Lecture%20%205%20&%206.pdf

27. Michailidis , E. (2021).  Learning and Development strategy [ Ebook ] (p. 2-5). Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from file:///E:/Master%202020-2021/SHRM/TOPICS/LECTURES/Lecture14_Learning%20and%20developemnt%20strategy.pptx%20(1).pdf Michailidis , E. (2021).  Strategic Human Resource Management [ Ebook ] (p. 13-16). Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from file:///E:/Master%202020-2021/SHRM/TOPICS/LECTURES/Lecture%201%20&%202.pdf Pavlou , F. (2020).  An Introduction to Organisational Behaviour [ Ebook ] (p. 3-11). Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from https://portal.cima.ac.cy/subjects/10 Pavlou , F. (2020).  Leadership & Emotional Intelligence. Topic 8 [ Ebook ] (p. 4-10). Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from https://portal.cima.ac.cy/subjects/108051/getsubjectdocument Pavlou , F. (2020).  Topic 7: Leadership Perspectives [ Ebook ] (p. 4-10). Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from https://portal.cima.ac.cy/subjects/108046/getsubjectdocument Pavlou , F. (2020).  Topic 7. Training, Learning & Development in Organisations . [ Ebook ] (p. 8). Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from https://portal.cima.ac.cy/subjects/102775/getsubjectdocument Michailidis , E. (2021).  An introduction to organizational conflict [ Ebook ]. Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from file:///E:/Master%202020-2021/SHRM/TOPICS/Workplace%20Conflict.pdf Pavlou , F. (2018).  Topic 8.Discipline and Grievances At Work. [ Ebook ] (p.8). Nicosia: Cyprus Institute of Marketing (CIM). Retrieved from https://portal.cima.ac.cy/subjects/102774/getsubjectdocument Hartwig, A., Clarke, S., Johnson, S., & Willis, S. (2020).  Workplace team resilience: A systematic review and conceptual development  [ Ebook ] (10th ed., p. 179). Manchester, UK: SAGE. Retrieved from https://journals.sagepub.com/doi/pdf/10.1177/2041386620919476