While we’ve pointed out some of the uses of training, to understand its strategic value we have to look a bit deeper. We need to examine what exactly are the attributes of a good training program so that we can effectively employ them. Let’s look at some of the common benefits of effective training.
- Productivity. Effective training should enhance the methods that individuals use to perform their jobs, thus improving their productivity. An increase in productivity that reduces labor costs generally means a more profitable organization.
- Quality. Similarly, providing the proper training for recognizing quality concerns should result in improved quality and fewer returns or repairs. This will reduce the overall cost of operations and so generate increased profits.
- Empowerment. Training that is directed to new methods that can be used on the job adds to employee confidence and enables them to perform more effectively. This also reduces the need for close supervision.
With the recession gradually easing, its time to take stock. Many companies cut costs (rightly or wrongly) and hunkered down to deal with the difficult economy. I don’t begrudge anyone taking tough measures to save their company. I did the same thing.
But guess what I did not cut? Training, employee development and professional improvement. Yes I know what you are saying … But these are cost centers .. maybe.. but they are also your single most effective competitive advantage!
I like this article from www.plasticstoday.com:
“If you aren’t doing all you can to train the next generation of skilled workers, within a decade you may find yourself without the knowledge you need.” Clare Goldsberry.
According to Pohl:
Pohl said that every company needs a good employee development plan that includes:
1. Implementing a proactive worker recruiting and hiring program. “Don’t wait for them to come to you,” he advised. “Go find them.”
2. Implement a structured employee training program, along with an existing-employee improvement program.
3. Identify non-skill (soft) success characteristics. List the skill-related ideal employee for your shop. “Be creative in where you look,” advised Pohl. “Do you like the way the young person at Best Buy explains high-tech equipment to you? [This demonstrates technical know-how.] Always keep your eyes open for the type of person you’ve identified that would be an asset to your company.”
4. Then present this person with solid reasons for working in the industry. Ask if he or she has a friend that might be interested. “It all starts with you,” said Pohl.
5. Provide structured employee training. “Don’t just say ‘go work with Charlie and he’ll show you the ropes,’” said Pohl. “You need planned days of orientation.”
6. Provide efficient skills development, including:
• Expectations and outcomes.
• Mentorship—pass down the knowledge and skills.
• Apprenticeship program. “We need to take another look at this,” said Pohl.
Read the whole article here
January 20, 2010 | Leave a Comment
Training can be defined as the process of teaching or learning a skill. That’s the textbook definition. But in reality, the concept of training has many more aspects than just learning a skill. To many organizations, training is a means of meeting regulatory or legal requirements. Common to this purpose, for example, is training employees in the rules of sexual harassment in the workplace. There are other examples, as well: Safety Training for employees working with industrial equipment to meet insurance requirements or training in the organization’s policy and procedures. There is management training, too. One of the programs we see quite frequently is Training for New Supervisors. (You can find an expanded list of typical training courses on the eLeaP Learning Management System’s website at www.eleapsoftware.com)
Training can also become a means of altering behavior, not in a punitive way but so that gaps in organizational performance can be closed. Common to this thread is the findings of an audit, financial or for certification. On occasion, findings require corrective action and if that affects a relatively large number of employees, training is often the solution to meeting the requirements.
For the individual, training can be a way to earn professional certification. Although some certifications may involve learning new skills, it is not directly focused on them nor is it the primary motivating factor. Likely, the motivation for gaining professional certification is to advance one’s career or become more employable. We consider this “professional development.”
There’s no argument that compliance or certification training is very important…to the organization, to the individual, or both. But the questions that we hear again and again is this: “How does training add value to my organization? “Why should training and professional development be a part of our strategy?” “Where, exactly, is the return on the investment?
Get more answers at: http://www.eleapsoftware.com/free-training-resources/strategic-value-of-workplace-training-whitepaper/
September 1, 2009 | Leave a Comment
Fifty-three percent of employers plan to hire full-time employees in the next 12 months, and 40 percent plan to hire contract, temporary or project professionals, according to a survey released Tuesday, August 25, by job board CareerBuilder.com and Robert Half International Inc.
The survey also found that 47 percent of hiring managers cited underqualified applicants as their most common hiring challenge.The annual Employment Dynamics and Growth Expectations Report provides an overview of the current employment situation, as well as a glimpse of the future hiring landscape. The report offers information on what types of professionals employers will be looking for when economic conditions improve.
The survey questioned more than 500 hiring managers and 500 workers.