Motivational speak

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Motivational speak is one of the classes that builds the foundation of all motivational talk, let me explain with a simple acronym!

• EPS (Experiment in simple operation Theory) -

Learning and Experimental Process (a must for any kind of learning)

Teacher Personal Responsibilities (of course!)

Scope and Range of Data

A = Train Set

B = Test Set

The business world speaks of “motivational speak” or motivation as it is universally the key of driving result. Unfortunately, it is often associated with personal motivations and goals rather than big corporations, or even with governmental institutions. This is a clear indication that getting the job done without motivation falls apart, that the desired product is wasted. This is a huge area of unmet demand, and there are no motivational methods that are central to higher productivity.

Recruiting effective workers

For example, most organizations spend an obscene amount of money training employees (employees who are expected to drive their company profits. This has to be done because “Hiring the Right Person” is an inevitable goal for an organization, but not all companies can successfully recruit these right workers. The system for recruiters is basically broken, and often the function of a “hiring manager” (that is, a manager for training and development) or a “employee engagement manager” (that is, a manager for motivating and motivating their workforce) is to watch over trains for failure or failure to begin. To ensure the right person is actually hired, the system simply couldn’t handle it, which brings us to the following question of the need for recruiting.

• What does hiring actually do?
• What does it do to a business?

A Training Program

An enterprise is in need of a training program for effective drivers on high traffic street sidewalks. In order to keep its maximum visitors a couple of times in a day, passersby are guaranteed, train drivers driving through the busy street have to be pre-trained to be courteous and attentive to the general public.

• What’s the problem with it?

The main problem is that organizational training and development departments typically rely on boards of directors, which, in turn, relies on their businesses to fund their projects. These boards of directors are large conglomerations with several billion dollar businesses that grant, distribute, and to a certain extent pay those running the trains. The number of trains is arranged by price, so a company with five thousand employees needs a $1.0 million investment, whilst an organization with two thousand employees need a $5.0 million investment. With these pressures to get the job done, and a large overhead of potential trainees, the training department doesn’t even get them all hired.

• Replacing a train

The combination of not being able to actually train all potential employees, and needing to constantly replace trainees, creates an unsustainable cycle that drags organizations down. A 3 hr train project is double the cost of other forms of train, significantly increasing the direct costs and the overhead. It is often a two day train project which is much more time consuming than normal.

How do you counteract the new complexities of hiring and training? Well, there is no grand blueprint that can eliminate the need for enterprise-wide training or the need for individual trainees. There are numerous solutions, but a number of contributing factors may explain why they vary across businesses. The most common short-term approach to overcome this issue is building an employee-entreprise relationship. The training and development department could have their operational service center engage all new and permanent hires from start to finish. This would reduce the number of trainees involved to 5hrs, cut some costs, and be much more quickly responding to a changing needs within an organization.

A number of firms would prefer to simply set an operational service center and enlist help from their local community college or career-training council to help with pre-training. These sessions would primarily focus on preparing the trainees for an on-the-job training pilot project to see if they meet the new expectations of the training center, and will have participants provide their completed pre-trainee reports back to the trainers.

Another “short-term” approach to trainees is making a database of trainees and each individual training day. This would ensure that a new batch of trainees is able to enter the training center within a certain period of time for the training event. It also could also allow a training center to schedule pre-apprenticeship trainees into sessions with career counselors and job-coaching students. This approach is more effective due to its shorter training procedure than a software tool, and training data could be used to pilot program through on-the-job training.

Training for drivers that demand upfront investment and resulting costs can also be implemented in a similar way, treating the same business as an early customer.