Category Archives: 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.
- Onboarding with Clear Expectations.
- Onboarding with a Mentor, Big Sister/Brother
- Mini-boot camp (or training camp) training (any title will do)
- Yearly skills calibration
- Micro-learning accessibility
- Tailor training methods to meet employees needs, not company’s (or the trainer’s)
- Thread Culture, Values, Vision through every fabric of training (yes, the finance team too!!)
- Subject ALL staff, from hourly to C-level – to the exact same training modules and sessions
- Mix up remote digital training with in-person small groups
- Find each person’s needs and match to a training plan
- Train every day (athletes and orchestras do it!)
- Make training a bigger budget line item – it does ensure a solid ROI if done right
- Leadership must by in
- Training must be a culture, not a counter-culture
- Always work to improve content, engagement, and relevancy
- Ask trainees for feedback personally, not through a survey
- 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
- Infuse fun and creativity
- Encourage training credit in extra-curricular training that augments and dovetails into the work (thru Lynda.com, local colleges, online sessions, etc)
- Reinforce continually to keep skills sharp throughout their career
- Have a monthly training focus throughout the entire organization to rally around a core value (customer service, safety, communication, integrity, etc)
- Combine learning styles for maximum impact and reach
- Include your hourly staff in teaching to build there skills and grow future teachers, trainers, subject matter experts, leaders
- 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!!
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.
You’ve successfully onboarded your new employee and trained them in the skills needed to do their job.
That’s a great accomplishment, but it is just the beginning….
Here’s a question to ask yourself:
How does our training ensure our people strengthen their learned skills and understanding over time?
Many organizations have realized, and are realizing, the value of reinforcement training. Not remedial, but reinforcement. This is the type of training that keeps certain skill sets sharp and increases retention of methods, behaviors, and procedures to keep their people at peak performance on an ongoing basis.
It is a powerful antidote to the tyranny of the “one-and-done” training so many companies employ. That’s the method where employees get the basic training they need, and the company assumes full proficiency and competence without any further enhancement of those skills.
It is also not a positive or negative reinforcement training, as used by some companies and even dog trainers. It’s the cultural mindset to ensure behaviors and knowledge are continually reinforced, shored up, and strengthened over time.
There is a difference between reinforcement training and ongoing training. Ongoing training means learning new skills, whether methods, policies, or products and services, and folding them into the current pile of items employees are juggling. Reinforcement training gets back to the basics of each area to ensure that each one does not atrophy but continues to stay solid and grow.
A well thought out plan will identify certain intervals for this to occur. By keeping the material fresh and in front of the team, (and also with alignment to the company goals and core values) they will not forget those tools and methods they need to excel at their jobs and help achieve the vision of the organization.
There are new tech companies that even assist in online/device training called microlearning. One example is Duolingo, a microlearning app that allows you to learn a foreign language in small intervals, and then prompts the user to rehash certain word skills to keep their fluency up as they learn. This is a great example of reinforcement training and how the “one-and-done” does not work. This is a growing segment that one simply cannot afford to miss tapping into.
Make a plan to get your people further along in their training. Build them up through the year, not just one time. Like exercise, you cannot see results by working out just once.
Remember: Training is a process, not an event.