Make Your Training More Accessible

Close up image of graduating student hand accepting diploma against against white background

Does your organization make every effort to train your people? Or does your company reflect the gaps in training listed in these examples below:

  • The company trainer only scheduled times that was convenient for her work and personal schedule
  • A restaurant that trains for one day then tells their trainees they “have been told what to do, so go ahead and do it”
  • The healthcare organization that only trains Monday through Friday during the first shift, and requires 2nd and 3rd shift staff  to make mandatory meeting times on these shifts
  • Team meetings that are open to staff at the physical location but neglect those who work remotely or in the field
  • Managers who leave the training resources up to their staff to discover and pursue, believing that only  those who truly want the training will seeking
  • Staff realizing over time the amount of systems, procedures, and training resources at their disposal which could have made their jobs much easier in the beginning years

These real-life scenarios reflect poor execution of a leadership principle:

If you want your people to do their jobs, leaders must do their job to put training into their peoples hands

Let’s take the examples above and review who these can be easily remedied:

  • The company trainer should have the willingness and flexibility to work with all employee schedules, and not their own. Her or his supervisor needs to set clear expectations on this, and if needed, have additional resources such as a second trainer to ensure every person in the organization has a touch point of training readily available to them.
  • This restaurant should plan for a proper (3, 4, or 7 day) training to ensure desired skills are taught, learned, repeated, and competently exhibited before cutting an employee loose on their own. Having the right training and engagement strategy will ensure that turnover stays low, and that there is sufficient time to hire proactively so the rush to bring a body on does not also mean sacrificing good training.
  • The healthcare organization can take examples from the company trainer in the first example, but also have management be willing to show up to all shifts (yes, even the “graveyard shifts”) to spend time with the staff to not only train, but to connect with them and actualize what is truly happening on those people’s shifts. This gesture scores huge points with your staff as they see the unselfish attitude of sacrificing your time as a leader to make sure they learn and grow and thrive.
  • While it’s a challenge for team meetings to capture everyone in an organization that is spread across (even a small) geography, using technology to ensure people can “tune in” helps bring the team further together. Skype, online webcasts, open conference calls are easy to set up and provide a simple way to get those on the outside of the physical plant connected. And for those who cannot jump into the meeting at those particular times, having the meeting recorded for later listening or viewing via a link or download will tell your all of people that you want them to know what’s going on.
  • As for the last two scenarios, in order to avoid manager’s defaulting to the “staff need to take ownership” mentality for their own training, the culture and systems need some overhauling. The chief change in the training culture needs to be that everyone is vested and committed to training and developing themselves and everyone else, every day. Secondarily, every employee should start their tenure with a comprehensive listing of what training steps and resources will be given, and are available, throughout their initial training and ongoing development. A synthesis of dedication and scheduled time must also be implemented to ensure there is sufficient time and focus given to training staff on these tools and furthering their interpersonal skills as well.

Make the leap from a reactive organization to a proactive, dynamic, growing company that strengthens it’s people. It’s the surest way to increase market share, revenues, control costs, and more importantly, keep talented people on your team.

(image: brocku.ca)

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About Paul LaRue

My goal - To encourage you to lead & influence others with positive impact.

Posted on February.17.2016, in Leadership Strategies, Organizational Development, Personal Development, Talent, Training. Bookmark the permalink. Leave a comment.

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