While COVID-19 has presented new challenges, it has also provided unique opportunities. As many companies are working around the clock to keep up with the demand, others have experienced a stoppage or a disruption in workflow. This can be an opportunity for these companies to re-evaluate their processes and performance metrics, press reset, and prepare for a re-launch. This can be an opportunity to complete short-term projects without adding additional personnel, develop your staff and strengthen your benches, retain and develop the right talent, strengthen relationships, and improve morale. All this begins with a good training program to prepare employees for the so-called new norm, give them an opportunity for growth, and attract and retain the right talents to make your company agile and responsive.
In most cases, the first step in creating such a training program is to conduct an organizational analysis to determine the need for training, how much support you have, and any available training resources. Then you identify who needs training and how ready they are for training. Lastly, you recognize the tasks, knowledge, skills, and behaviors the employee will need to succeed. Sounds easy, right? I think it can be, but to make it stick, we have to do three things: change corporate attitudes, train for the big picture, and provide informal coaching.
Change Corporate Attitudes
When training in a corporate setting, often the factor that has the most significant influence on the transfer of learning, both positively and negatively, is management support. The culture of a company must come from the top down. Owners, managers, and employers must see and acknowledge the need for training, support the entire process, reward the outcomes, and take ownership. Many employees take pride in the opportunity to learn new skills, be a contributor, and hopefully advance their current positions. The chance for frontline employees to cross-train or learn a new skill can be advantageous, as well as recognition and acknowledgment for their dedication and support. Unfortunately, some companies insist on rushing through the training, doing it in the lunchroom, and using outdated materials and unskilled trainers. If the trainee does not see the value in training, the process becomes an inconvenience. If management does not support it, it becomes a valueless experience for the trainee and an added expense for the company. We must look at ourselves as managers, supervisors, and business owners. By being aware of our performance and creating a positive environment, we can help our employees succeed. This success will attract new talent and motivate others who want to achieve.
Train for the “BIG PICTURE”
In today’s workforce, employees come from different social and economic backgrounds, nationalities, genders, and generations, with varying degrees of skill and experience. I have observed that many frontline employees do not know how businesses operate and why they are asked to follow specific policies and procedures. However, every employee I have interacted with wants to take part in the process, take ownership of their contributions, and know they can grow with a company. For this reason, I started training for the “BIG” picture.
At the beginning of every class or seminar, large or small, I write one word on the board “CONCEPTUALIZATION,” this is what I call seeing the big picture, understanding the process and your role in it. We should train for the X’s and O’s and standard operating procedures and give resolute employees a basic understanding of why these processes are in place and how they relate to the business. The consequences of their actions and inactions are.
This process has been proven successful in helping to produce high-performing, knowledgeable, and socially conscious employees. Many companies today are experiencing staggering turnover rates, escalating onboarding costs, and lost ROI for talent development, causing disruptions in the workflow and diminished morale. By training for the big picture, I believe we can empower dedicated employees and create a rewarding and efficient work environment.
Informal Coaching
Finally, informal training or coaching is another way to achieve this in addition to formal training. The first step is forming partnerships with our employees. We must develop trust and relationships with them and determine their motivations and career aspirations. Once we do this, we can help them set goals and determine what skills they need to develop to reach those goals. If we genuinely care, it will show and create a level of trust and confidence.
This trust and relationship we have formed will be essential because it will make it easier for us to review their growth, measure their performance, and provide feedback. Then we can help create a plan to use their knowledge and experiences to meet their goals. We can promote persistence through periodic meetings and reviews of their progress. They ensure they keep their dreams and development at the forefront while staying motivated and focused. Then if they are progressing as planned, we can give them more responsibilities or new projects to help them develop the new skills they will need to grow.
Sounds easy, right? It is. Evaluate our processes, change our attitudes, recruit, and retain the right people, give them a peek behind the curtain (train them in the big picture), and help them achieve their goals. Every organization wants to reduce turnover, avoid disruptions in workflow and the effects of diminished morale, and with these simple steps, it is possible.
