In the past, people served machines. Today, machines free people to do what technology can’t: sell, service, and lead. As we explore this global shift from the industrial to the digital age, we cordially invite your voice in Developing the 21st Century Workforce™.
By Andrew Calvert
In this economy, efficiency and ROI are critical – even in training. So you may want to ask, “When they go to training, are our associates prisoners, vacationers, or learners?”
You know what I mean.
Some associates go because they need a minimum number of classroom days, or they’re part of an implementation they neither understand nor care about; They are prisoners.
Another group are – Woo Hoo! – out of the office, ready to kick back, chat, eat, drink, be merry, and relax for a few days. Ahhhhh vacation!
And some are there to learn. They know why they’re there, what they need to learn, how to apply it, and how they’ll be measured and supported on the job.
How do you make learners of prisoners and vacationers?
Define Goals and Expectations. Ensure that managers with staff in training know its purpose and benefits, as well as their role after training. Ensure that managers discuss the goals of training with their direct reports, linking training outcomes to organizational goals.
Clarify and Discuss. Managers also need to clarify behavioral expectations during training: on time, attentive, no texting or email, etc.
Debrief and Evaluate. After training, managers need to meet with staff to debrief the session: what they liked, what could be better, and how they will use the skills on the job.
Follow up. Managers must give recognition to staff who do the right things and give regular feedback for further development. Repeat as necessary.
Do these things and associates will learn, ROI will increase, and those who rely on you for your services will notice the difference!