THE FUNDAMENTALS OF DRAFTING A TRAINING PROGRAM
By Lance Vaught, Vice President, Operations, Penn Station East Coast Subs
Today’s competitive work environment has made hiring more difficult than ever. As a result, developing and implementing an effective training program is more important than ever. It is critical to train employees correctly the first time around, and a well-designed and specifically followed training program is key in achieving that goal.
Create a Training Identity
Creating a training program requires thought, patience, and measurement to ensure the program is working. It should be proactive and carry the goals of the organization throughout all parts of the business. Once you have created your training program’s identity, you can focus on the fundamentals and specifics of the program.
While each position or department should have a unique set of training materials, the fundamentals of the learning process should be the same throughout the training program. Training is a conditioning process, so consistency is key. For example, at Penn Station, everything the Operations and Training department produces uses the same style and tools—down to specific details such as consistent use of brand vernacular, font, spacing, and margins. This way, once learners adapt to our style, we don’t have to reteach them how to learn with each initiative. Our approach to training is the same no matter if it is food prep for a new hourly employee or management skills for a managing owner. Consistency in all areas of training is paramount.
Analyze Relevant Information
Often when designing training programs, trainers want to cover too much information for the task at hand. Only include information that is relevant to each task. Information overload—particularly information that doesn’t allow the trainee to be successful—simply gets in the way of effective training. Don’t waste time on information that is not applicable to the current training initiative. Instead, narrowly focus on information that is relevant to the specific tasks the employees will be responsible for. We take the approach of creating a series of modules that introduce the trainee to compacted information pieces that are quickly read or observed and easily retained.
Decide How to Deliver Information
Before creating any materials or tests, you must decide the best way to deliver the information to trainees. Using multiple methods can help ensure you are effectively communicating. It is important to accommodate the different ways people learn to help all employees succeed. Some trainees are visual, while others simply want it explained verbally. There is no one size fits all when it comes to training employees.
For example, Penn Station’s training program has evolved to a more holistic approach in the last few years as our trainees’ preferred learning style has evolved. Penn Station uses different materials and methods for training so that all learning styles are accommodated. Employees read from the operations manual, practice with a supervisor, and watch videos. Using multiple strategies is the best way to reach all trainees, but it is critical to ensure the message is consistent throughout the different training materials.
Delivering information also should be a process. Instead of a fire hose method where you drown a new employee in information and expect 100 percent retention, use a sprinkler method. Constantly water employees with information over the course of the training program, allowing them time to absorb it. Information retention increases by 90 percent if an employee is exposed to the same idea or initiative three times over a 30-day period, so the sprinkler method is much more effective.
Follow Up to Make Sure Information Is Retained
Without evaluating performance, you will have no way of knowing if your training program is successful. Similar to using multiple teaching styles to deliver the information, multiple testing methods will make sure all employees have a chance to show they have retained the information. For example, Penn Station uses written tests and live demonstrations to evaluate employees.
Testing also should be different than it is in school. Instead of simply requiring a passing grade or looking to see how much learners know, you need to know what—specifically—learners do not know. If they didn’t retain some information, it needs to be positioned differently or they need to be retrained. If one area is commonly missed, look back at how you are presenting the information or the way the question on the test is asked. A common mistake in creating a training program is disregarding feedback. Broaden your expectations and make sure you are open minded in assessing the program itself. Sometimes instead of being a problem with the learner, a policy is written unclearly, information isn’t positioned in a way that is easy to retain, or a question is written poorly.
Constantly Evaluate Your Program
Once a training program is in place, it needs to be constantly studied. Just as your business is always changing, your training program will need to change, too. For example, Penn Station assesses the information we are passing on to see if there is new information trainees need. If the business model changes in some way, we draft new questions to test employees on that new information.
Don’t let the program stagnate, but also don’t update it just for the sake of updating it. When Penn Station first created our training program, we were constantly updating it in an effort to maintain relevance. Over time, we learned that it is much more effective to roll out all of your changes at the same time once a year unless something critical comes up. This way, employees know when to expect updates and the adjustments don’t become white noise.
Results from Establishing a Training Program
Since Penn Station has implemented its training program, we are constantly evaluating it to make sure it is effective, and our results show success. Our managing owner and general manager training programs prepare candidates for all aspects of the business through a three- or four-week course and two-day certification process. Since implementing the program, restaurants with a certified managing owner or general manager have seen sales growth of more than 15 percent. Penn Station also saw a 2.1 percent improvement in final exam scores for these programs.
In addition, the onboarding part of Penn Station’s training program has been updated to include print media, electronic media, video, and gamification strategies. It has reduced turnover levels on both management and hourly employee tiers, which average 18 percent below industry standards.
Training often is viewed as an expense instead of an investment, but a well-trained employee is a great investment. Creating an effective training program is a time-consuming process, but it benefits all aspects of the business to be successful at training.
CREATING EMPLOYEE SATISFACTION
By Tracy L. Ward, Senior Director, Talent Engagement, Windham Professionals
We all define employee engagement and workplace happiness differently. Career growth and mobility, employee appreciation and recognition, environment, culture, professional development, and pay all factor into employee satisfaction and retention. At Windham Professionals, a leading customer care and accounts receivable management company, this quest for more engaged and even happier employees led to the creation of our most popular employee engagement initiative: Dream Maker. This voluntary six-month financial coaching program provides the tools, resources, and experts to educate employees on how to spend and save their money more wisely while helping them reach their financial goals.
Not only does the program show employees that Windham cares, but the benefits of financial security have the potential to positively impact employee retention and productivity. With fewer personal burdens to carry into work, account specialists who participate in Dream Maker may be more focused on job performance.
Small Pilot Leads to Increased Performance for Employees
In August 2015, Windham launched Dream Maker as a pilot program in our Hendersonville, TN, office, which included 38 voluntary participants who were all account specialists. As the pilot progressed, not only did the participants seem more energized and motivated, but also less worried about their finances and achieving their financial goals, allowing them to focus more at work. By feeling more secure with their own finances, participants reported they could discuss consumers’ financial accounts with more confidence.
Along with this positivity, we began to see improved performance and decreased attrition. Performance bonuses tripled for 78 percent of the participants during the six-month pilot. Some 71 percent of pilot participants also saw an increase in accomplishing critical tasks that help them meet or exceed pre-set goals. These accomplishments can allow for bonus, as well. Combined, these results are indicators that participating employees are better situated to assist consumers.
Establishing the Program Company-wide
The results justified the expansion of the program to all four Windham locations by February 2016. Since that time, the program has had 138 participants, with 93 of them graduating. Graduates of the program have become ambassadors, increasing the popularity of the program to the point where there is now a waiting list to join the next cycle. The rate of employee retention for Dream Maker participants has grown to nearly 70 percent.
How Dream Maker Works
The program is rigorous and multifaceted. Participants volunteer and are selected based on identified internal eligibility requirements such as employee tenure of at least 90 days. Participants are accepted from account specialist to senior director level. Each participant is assigned a financial coach who provides guidance around budget management, credit management, interest rates, components of credit scoring, and strategies for saving. This coach also helps employees set SMART (Specific, Measurable, Attainable, Realistic, and Time-bound) financial goals. Goal progress is reviewed bi-weekly in one-to-one sessions with the counselor, and next steps are laid out. Participants also must complete a minimum of two financial education modules via Financial Avenue, an online financial education platform, to reinforce the concepts of making well-informed financial decisions and the importance of thinking ahead, as well as building self-confidence.
Lessons Learned
As with any new program, reflecting back can lead to some thoughts for improvements. One of the biggest hurdles faced was getting buy-in from employees. It sometimes can be difficult to share their personal goals and current situations with the financial coach, as it’s not always easy to admit when you need help, especially when it comes to finances, so it’s understandable that many initially were skeptical about the program’s intent and outcomes.
The program is designed to communicate results to employees both during and after the program with a recognition ceremony at month three and a graduation celebration that affords them the opportunity to share their lessons learned and successes. Advertising the successes with real numbers have helped skeptics see value. When someone just like you has increased their credit score to 800 or paid down their debt in a matter of months, you definitely start to ask yourself, “Why not me?”
With two years of Dream Maker success under our belt, we offer advice for companies seeking to create a similar program:
First, outline the key components of success that you know are essential for your employees’ financial wellness and schedule orientation sessions to educate them on expectations. Customize the program to fit your employee base.
Second, onboard a certified financial coach independent of the company to ensure accurate information and counseling for participants. Having an expert on hand also will increase employees’ confidence in the program. Be sure to allow and encourage participants to spend some time with the program at work, as well, not only for completing coursework and meeting with the coach, but for celebrations, too.
Finally, leadership support is a must. When employees are supported by their managers and site leaders, it increases motivation and follow through to achieve those big results you and your employees want.
Results
In 2016, eight Dream Maker participants received promotions. Over the last year, seven employees purchased new homes during the program or shortly thereafter, and more than 20 employees increased their credit scores above 700, with three of them attaining 800. Other accomplishments from the program range from eliminating or paying down debt to lowering interest rates on loans to increasing savings and establishing emergency funds.
The positive impact on day-to-day job soft skills should not be discounted. To succeed at Dream Maker, participants have to set clear goals, create the steps to success, and follow through on the plan. We’re showing employees how to hold themselves accountable and persist when things get difficult.
Heading into 2018, Dream Maker plans to welcome approximately 50 new participants, and Windham continues to evolve the program in conjunction with employees’ needs and financial goals.
