C:\Fakepath\2010 Educ Taipei Jorg Beier

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1UFI Focus Meeting Teipei 2010

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Methods and concepts for

education and training in the

exhibition industry

Presentation at the Focus Meeting on Education

Taipei, 3rd of March 2010

Prof. Dr. J. Beier


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Human Ressource Development (HRD)

We believe, the

key to making

quality products is

to develop people

We have focused

on expansion and

not on staff

education!

http://www.youtube.com/watch?v=a-Klne9Gn7k&feature=fvsr


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Structure

1. Human resource development (HRD)

2. Target groups of HRD in the exhibition industry

3. HRD needs analysis and job requirements

4. Training methods

5. Recommended training courses

6. Knowledge management

7. Summary


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1. Human Ressource Development

Strategic HRD can be viewed as a proactive,

system-wide intervention, with it linked to strategic

planning and cultural change. This contrasts with

the traditional view of training and development as

consisting of reactive, piecemeal interventions in

response to specific problems.

HRD has a long term impact on overall business

performance and respond to significant competitive

and technological pressures.


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1. The Balance Score Card – Importance of HRD

Financial

perspective

Customer

perspective

Internal business

process

perspective

Learning

perspective

Profitability

Customer satisfaction

Quality of

project managementQuality of services

Skills and knowledge of staff


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1. Concept for the implementaton of HRD

Analysis

• Strategic company needs

• Personnel require-ments

• Target groups

Concept

• Objectives

• Content/ program

• Tools

• Responsi-bility

Implemen-tation

• Selection of trainer

• Preparation of material

• Conducting of program

Evaluationof

• Trainers

• Material

• Environ-ment


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2. Target Groups for HRD

Top Management

Middle Mana-gement

Workforce


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Manual workforce for e.g.

Maintenance

Technical support

Cleaning

Decoration

Groundkeeping

Low job requirements and

low qualifications of personnel

Skilled workforce for e.g.

Secretary

Project executive

Assistant of project manager

Department executives

Challenging job requirements and

high qualifications of personnel

Target Groups for HRD


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Middle management

Project manager

Head of departments (e.g. marketing, technical, administrative, financial)

Managerial job responsibility and

high qualification of managers

Top management

Member of the management board

Business unit director

Divisional director

Leadership job requirements and

outstanding qualification of managers

Target Groups for HRD


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3. HRD needs analysis

Analysis of documents (e.g. final project reports)

Analysis of previous events

Assessment of personnel

Individual interviews with employees and superiors

Observation of procedures and personnel

Focus groups (e.g. experienced individuals)


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3. Job requirements

Professional competence

Methodic skills

Social skills

managerial responsibility

http://www.dict.cc/englisch-deutsch/managerial.html

http://www.dict.cc/englisch-deutsch/responsibility.html


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Job requirements

Professional competence Ability to perform a specific job or task

Professional skills are needed

“State of the art” knowledge

Knowledge about company, offered products and services

Social skills Ability to cooperate and communicate

Behavior towards customers, superiors and business associates

Creativity

Personal responsibility

Methodical skills Ability to use special work and managerial methods

Innovation skills

Project and strategic management methods

Decision making


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3. HRD needs analysisWhich skills should your future personnel have?

Social skills

Willingness to work

Ability to work in a team

Ability to communicate

Methodical skills

Skills to solve problems

Skills to work autonomously and methodically


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4. Training methods

On the job Systematical instructions

by the superior

Mentoring

Job rotation

Assigning of respon-sibility and special tasks

Trainee programs

Workshop

Coaching

Off the job Programmed instruction

Frontal lecturing

Conference method

Case Studies

Role playing

Simulation

Focus groups

E-learning


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4. Training methods

Mentoring

Exchange of experien-ces between a mentor, an experienced and confidential person, and the less experienced mentee for carrier and personal development

Clear role division

Mentor has social skills and leadership qualifications

Mentee shows potential to develop

Coaching

Advisor/consultant for individual training of managers, groups, teams, projects. Coaching methods are used for

Crisis management

Preparation of new businesses

Change management

Leadership

Conflict management

Improvement of motivation


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4. E-learning

Computer based training

Web based training@ - Internet

@ - Internet Tele tutoring


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4. E-learning

Tele-tutoring with interaction: synchronous or asynchronous

Tutor is

Answering questions

Follows discussions

Offers chats

Organises assignments with comments

Checks the results with tests

Future:

Tele-conferencing

Webinars

http://ilias.eceman.de/repository.php?ref_id=225&cmd=render


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rTrainingmethods and target groups

Didactic methods

Target groups

Manual workforce

Skilled workforce

Middle management

Top management

Frontal lecturing

For pure knowledge transfer

Classroom discussions/ seminar

Improvement of skills

Deepening knowledge transfer

Role play

Demonstration Especially for manual

work

Job rotation To understand rel. simple work proccesses

Mentoring For managers with potential

Team or group learning

Knowledge transfer, understanding connections and changing of

attitudes

Special tasks and responsibility

Limited improvement of the

personnel’s potentials

Interactive Simulation

Understanding connections and interfaces, impovement of decision

making

Excursions and visits

Demonstration of procedures, understanding application

Development projects

Understanding applications, relations and

improvement of skills

Educational workshops

Exchange of experiences depending on subject and composition of workshop group

Case studies

Deepening the knowledge about comparable situations. Improvement

of decision making

Coaching

Preferred method for top manage-

ment. Uncommon problem solving

Focus group Deepending on composition of focus group and subject

E-learning Type of e-learning depending on subject


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5. Basic training courses- Selected recommendations for all staff members -

Sales training Selling excellently

How to communicate with customers?

Rhetoric, presenting, negotiating

Telephone marketing

How to handle complaints?

IT MS Microsoft Office, incl. MS Project

Office management Netikette

Organisation of a document storing system

Professional secretary

Telephone communication

Professional event management (basics)

Intercultural customer management


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5. Personal development

Stress handling

Solving conflicts creatively and constructively

Rhetoric seminars

Professional communication and negotiating

Self management and time planning. How to organise your own work?

Successful communication

Train your mind

How to right a report/protocol?

Team training


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ExhibitionsSpecialevents

Congress/Convention

Introduction

Intercultural management

Strategic management

Project and risk management

Controlling, accounting, treasury

5. Professional knowledge and skills


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Congress/Convention

Market research

CRM

Information management

Sponsoring

Special event marketing

Public Relations

Special event management

Congress management

Participation

Interpretation

Standbuilding

E-marketing

Catering + Agencies


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6. Knowledge Management

Knowledge Management can be seen as an

integrated approach to achieving

organisational goals by placing particular

focus on “knowledge”, now widely

considered as the new factor of production.


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Action levelDocumentation

Information

ApplicationLearning

Data level

Technical

subsystem

Knowledge level

Domains

Communication/

Interaction

Social level


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7. Summary

See Human Resource Development as a strategic task and objective for the company

Analyse which job requirements you need in the future

Find out what kind of training needs your staffs requires

Set up a HRD plan, in which target groups and training subjects are described

Set up this plan regularly and update this plan currently

Use knowledge management as an already existing source to improve your competitive position


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Speaker

Prof. Dr. Jörg Beier

Cooperative State University Baden –WürttembergD-88212 RavensburgMarienplatz 2Phone: +49 751 18999 2792E-mail: [email protected]

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Education

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