Category Archives: Mentorship

A Checklist For Proper Training

A recent workplace training study over the last year resulted in an astonishing fact:

Between 79-80% or workplaces spent less than $1000 in training on their employees

That’s a staggering amount and even more when you break it down further:

  • Given a median hourly rate of $22, this equates to 45 hours of training
  • 45 hours is just barley the first week of work for a full-time employee
  • This is an annual figure, meaning onboarded staff from prior years barely get 1 hour of training and development a week
  • Weekly, the average employee gets less than $20 of training spent on them to develop skills or increase productivity

It’s no wonder that lack of adequate training, development of skills, and creation of new challenges are a consistent metric that appears in most every survey of why employees leave.

Leaders and organizations can do better than this. So as to get our mental acuity focused into the realm of increasing training competency, here is a checklist of items you’ll want to consider in making your training programs effective to better develop your staff and organization.

  1. Onboarding with Clear Expectations.
  2. Onboarding with a Mentor, Big Sister/Brother
  3. Mini-boot camp (or training camp) training (any title will do)
  4. Yearly skills calibration
  5. Micro-learning accessibility
  6. Tailor training methods to meet employees needs, not company’s (or the trainer’s)
  7. Thread Culture, Values, Vision through every fabric of training (yes, the finance team too!!)
  8. Subject ALL staff, from hourly to C-level – to the exact same training modules and sessions
  9. Mix up remote digital training with in-person small groups
  10. Find each person’s needs and match to a training plan
  11. Train every day (athletes and orchestras do it!)
  12. Make training a bigger budget line item – it does ensure a solid ROI if done right
  13. Leadership must by in
  14. Training must be a culture, not a counter-culture
  15. Always work to improve content, engagement, and relevancy
  16. Ask trainees for feedback personally, not through a survey
  17. If you do ask for feedback through a survey (because some of you will), leave open ended comment boxes so employees aren’t penned into a few irrelevant answers that don’t allow them honest feedback
  18. Infuse fun and creativity
  19. Encourage training credit in extra-curricular training that augments and dovetails into the work (thru Lynda.com, local colleges, online sessions, etc)
  20. Reinforce continually to keep skills sharp throughout their career
  21. Have a monthly training focus throughout the entire organization to rally around a core value (customer service, safety, communication, integrity, etc)
  22. Combine learning styles for maximum impact and reach
  23. Include your hourly staff in teaching to build there skills and grow future teachers, trainers, subject matter experts, leaders
  24. Don’t make it boring – mix it up with breaks, change seat locations, content structure to avoid boredom and increase retention

These are just a few of the many ways great companies get proper training done. It’s easy – if you’re willing to make it happen. And it reaps benefits – if you execute it correctly.

If you have other methods of training that you’d like to include, please list them below!!

(image: pixaby)

 

 

 

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The 90/10 Leader

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For those of you who haven’t heard of him, Jeffrey A. Fox is a management and executive consultant, and a great leadership author. I enjoy reading his books for a number of reasons, some of which are because he succinctly gets to the core point of what he’s saying. Each chapter is a precious nugget of richness, solid in truth and invaluable to those yearning to grow.

While not his latest book, “How To Be A Great Boss” is a read that I have thoroughly enjoyed every page of the way. One of the chapters hits the nail on the head about where your time should be spent among your people. It’s entitled “Spend 90% of Your Time With Your Best People”.

It seems that so much of leaders’ time that they spend on their staff is consumed with the so-called “high maintenance” employees. They are the ones that literally cost the company precious time and money due to their lack of performance, disruptive behavior, or both. A few years back I reported to a C-level executive who confided in me that 80% of their time was lost constantly on 20% of their “problem children”. While they didn’t know how to swing that around (and couldn’t see how they themselves had created this culture that they were drowning in), I used my personal experience to shed some light and help them understand what Jeffrey Fox layed out for the rest of us.

Years ago I knew a manager who was charged with creating a new department for an entertainment company. This department was an offshoot of an existing one, yet it was to run co-dependently at first then become self-sufficient within 60 days. It was an on-the-fly task that was literally dumped on him; part of his benefit package for being promoted.

The staff that he and his supervisory team were given were the employees that none of the other supervisors wanted to invest time in. They were deemed “unproductive” and by jettisoning them to this new area, they were relieved of any further obligation to work with these employees. So this manager had a staff of about 50 untrained and unmotivated employees to start a department with.

He immediately started to recognize three types of employees: those that worked hard no matter what, those that worked well but not always consistent, and those that were never motivated and failed to do the job at all. Unconsciously, he started investing the bulk of his time with the hard workers, as he needed them to anchor the day to day tasks. He then spend most of the rest of his time with the second group, realizing that they had potential but were never properly trained or shown they had value. He did spend time with the unmotivated group, mostly in corrective action, but never let them consume his valuable time.

Well, a peculiar trend started to happen in this manager’s new department. He noticed that the hard workers dug in and worked harder, and set a great attitude and pace for the entire team. He then saw that the middle group felt needed because they were given attention finally, and, seeing the first group energized, started to perform on a pace close to the hard workers. But what the manager saw in the unmotivated group literally shocked him. He noted that many of these workers, previously deemed problematic, started to perk up and step up their game. Their attitude and performance improved remarkably. When asked, they generally said that they had never been a part of such a team before, and didn’t want to be left out, or left behind. Granted, there were a few dissenters that needed to be groomed out, but the vast majority clicked with the team dynamic and their first year brought incredible sales success and profitability that they did not forecast they would attain for at least 3 years.

By focusing on your 90%, Fox states, you invest in the biggest return in your company. If you invested in those underperforming stocks, you would most certainly look for better returns in higher potential stocks. Why should it be any different with your staff? Invest where it counts, and you’ll be surprised at the results. And so will your team.

(image: joshuapitka.com)

7 Reasons Why Most Managers Are Poor At Training

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Over the last few weeks I have had three conversations that underscore how poorly companies train their people in general.

The first was a young man who worked in a regional financial institution. He was selected with a handful of colleagues from other branches to have lunch with the COO. During the meeting the COO was asked about better training and said they could not afford that right now. He then talked about a new branch opening and detailed a thin and flawed training plan for those new staff. He then asked the employees why they thought turnover was so high, to which the employees responded that the lack of training was a key factor. The COO dismissed that, then continued on to other items.

The second conversation was a very intelligent young woman who was hired to process data and market information. She felt as though what the job she just took on is not what was promoted to her. She feels she is not being taught as she goes, and that her skills are not being utilized to her true talent level. She also felt isolated, needing more formalized training, and that she cannot get the answers or resources she feels she needs to both understand and perform her job.

The third discussion was with a industry trainer after a coaching session conducted for a hospitality group. The staff hung on every word of the training as they saw an immediate value in what was presented. The owner of the group came in and out and would discount some of the ideas, saying that the staff doesn’t do such and such. The trainer’s response to the owner was that we’re not worried about what happened in the past, but going to focus on how to make things better starting today. While they are still working on the owner’s understanding of best practices, the staff all hung around for 30 minutes afterwards to gain more advice and show how excited they were that someone was showing them how to service customers better.

Training is an essential part of the leadership job description. Leaders that allow poor training to occur usually are of the opinion that it’s the fault of their people, or just plain ignorant of their lack of leadership skills when it applies to training.

The following are actual reasons from various leaders and organizations on why their training is poor, followed by some common sense thinking on where the real issue lies.

“<So-and-so> does all the training”. This response is a deferral to others and an excuse that the leader doesn’t qualify the training content or type of trainer. Not knowing what is going on in your organization is a dangerous habit that allows poor practices to seep in.

“There is not enough time to train”. Also, “don’t have time, too busy”. While there may indeed be too many things going on or too many distractions, you cannot let the business dictate whether you train or not. Leaders must plan to train in spite of all the obstacles.

“I expect you to know what I’m thinking”. Yes, this is an actual quote someone’s boss said to them. An arrogant or indifferent attitude will never have the trust or best efforts of their staff.

“I know what the job description says, it also says ‘other duties as assigned’“. Training must cover ALL facets of the job. And when a new wrinkle comes up, then great leaders find ways to teach their people, and themselves, how to succeed in those new circumstances.

“The employees went through a couple of days of training, they should know what they need to do”. In some states, it takes 40 hours of parent-supervised driving before a teenager can sign up for driver’s education. In order to gain competency in any task, at least 21 days of teaching and habit-forming practice must occur to master a baseline, let alone gain complete understanding.

“It’s not my job”. Beware of leaders who foster this attitude, particularly among themselves. No sense of teamwork will ever come from them or their people.

“We need to watch expenses”. Translation: “We don’t make it a priority” Money before people is a sure-fire disaster for any organization. People properly trained will always yield a higher return.

Many times poor management of training leads to unwarranted performance issues, not of the employee’s own doing. Great leaders know how to generate great results, returns, and retention metrics by knowing how their people are trained and getting them the right training in the right manner.

Don’t fall into these excuses. Determine today to make your people better by deliberately making your training top-notch.

(image: commons.wikimedia)

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