Why Employee Training is Critical to your Company’s Success
Cathie Leimbach • October 26, 2021
Do you think your employees don’t do what they are supposed to do? If so, you aren’t alone. Wondering why? A research project with 29,000 managers uncovered that one of the primary reasons is they don’t know how to do their job.
Do you think you already have a training program in place? It may be ineffective - here are several reasons employees still don’t know what to do:
- The people training them don’t know how to train or how employees learn best.
- There is a lack of any evaluation to see if learning has occurred.
- Experienced employees are often assigned to train new employees without having the skills to teach effectively.
- Employees don’t have an opportunity to practice what they have learned before having to perform the new skill in real time.
Your employees are your most important asset. Investing in training leads to greater business growth and success. A recent Gallup study showed that workgroups that engaged in employee development, including training, saw a sales increase and profits double compared with workgroups that didn’t engage in training
A consistent and effective training program has the following additional benefits:
- Higher employee engagement
- Lower turnover
- Higher productivity and profitability
- Better task management because of improved skills
- Increased confidence in performing their responsibilities
- Standardized processes and procedures leading to less wasted time and effort
- Improved company culture by building on each employee’s strengths and providing opportunities for growth and promotion
- Reduction of the need for constant supervision because each employee is equipped with the skills to succeed
Managers are key in the development of training approaches and programs. Here are the steps to make certain that the employees you supervise receive the training they need:
- Identify the skills and knowledge needed to competently perform each job in your work group. During this evaluation, elicit input and information from each employee doing the job.
- Identify available training programs for each of your employees.
- Assess each employee’s performance and identify gaps in skills and/or information.
- Ask each employee what skills they would like to develop to do their jobs better.
- Create and communicate an action plan for each employee outlining the training and desired outcomes.
One approach does not fit all employees. Best practices include:
- Targeting soft skills - soft skills help employees fully utilize their hard skills. Skills such as conflict resolution, emotional intelligence, time management, and working well under pressure are critical in the workplace. Employees with soft skills make for good team players and efficient managers.
- Personalizing the training – analyze what skills each employee needs to learn, acknowledge their current abilities, build on strengths, and identify their best approach to learning.
- Making training easy – remove obstacles by making sure employees are given time and support for learning. Use multiple platforms, including online and mobile, that make it easy to access the training.
- Allowing learning at their own pace – most employees prefer to learn when the need arises, making independent online learning a good choice for your workforce.
An investment in training will transform your workforce from “employees that don’t know what to do” to a well-honed team working efficiently and effectively to meet goals and business objectives.
Jason left his one-on-one feeling encouraged. His supervisor, Ellen, had listened as he described competing deadlines and his interest in becoming a team leader. They talked about the possibility of shifting some of his workload. Ellen also suggested that training might help him prepare for a leadership role. "Let's work on that," she said. Jason thought help was coming. Ellen thought Jason would bring her a plan. Two weeks later, the deadlines were closer. Nothing had been reassigned. Neither had looked into training. During their next one-on-one, Ellen asked how things were going. "I'm still waiting to hear which project you want me to focus on," Jason said. "I thought we agreed that you would work that out." "And the leadership training?" "Did you find a course?" Jason paused. "I thought you were going to recommend one." They had discussed the same topics. They had left with different expectations. Neither intended to let the other down. But they hadn't agreed on who would do what, or when. Turn a Good Conversation into Clear Next Steps Listening matters. So does what happens after you listen. Before you end your next one-on-one, take a few minutes to make sure you and your employee understand what comes next. Talk about priorities. If everything can't be done at once, agree on what comes first. Ask what might get in the way, and what support would help. Make room for professional growth, too. What does the employee want to learn? What responsibility would they like to prepare for? Identify a step you can each take to move that development forward. Then write down your agreements. Keep the notes simple: what needs to happen, who will do it, and by when. Include your own commitments. Putting It Into Practice Ellen and Jason tried again. "The client proposal comes first," Ellen said. "I'll talk with Marcus today about taking over the weekly report. By Friday, I'll let you know whether he can." "I'll find two leadership courses before our next meeting," Jason said. "Then we can talk about which one fits." Both Jason and Ellen knew what to do next. The following week, both reported their findings and they made decisions on how to move forward. Jason’s work became more aligned with Ellen’s departmental goals. Jason felt valued and appreciated. Their weekly one-to-ones became the backbone of their workplace success. Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register Here
Sally appreciated that her supervisor made time for weekly one-on-ones. It made her feel valued. But after 18 months with Emerald Corp, something was missing. She rarely received feedback. Her supervisor didn’t tell her what she was doing especially well—or where she needed to improve. And although the company had promised continuing education when she was hired, no development opportunities had materialized. Sally loved learning. Several next-level positions interested her, but she knew she needed additional knowledge and skills. Meanwhile, two college classmates working in other departments had already been promoted. She was a fast learner. She was getting bored. And she was beginning to wonder whether she had a future at Emerald. So Sally started applying elsewhere. During Monday’s one-on-one, she asked her supervisor whether he would serve as a reference. He was stunned. “You’re doing well,” he said. “There are lots of opportunities for you here.” Sally asked whether he would support her applying for an internal position. “Well, you’re doing fairly well,” he replied, “but there are several things you could be doing better. You’d also need more experience or training before you’d be ready for the next level.” Sally was confused. “What should I be doing better?” Her supervisor mentioned a few areas for improvement. “Why haven’t you told me this before?” Sally asked. “No news is good news,” he replied. “You’re certainly not at risk of losing your job.” “But you’re telling me I’m not ready for a promotion. How am I supposed to improve if I don’t know what you expect?” Her supervisor assumed Sally would figure it out over time. Sally had assumed she was already meeting expectations. Both assumptions were costly. Within days, Sally had two interviews with other companies. One-on-Ones Should Help Employees Succeed Employees shouldn’t have to guess what high performance looks like. One-on-ones are an opportunity to make expectations clear and help employees become more successful. Talk about what they are doing well. Be specific about where improvement is needed. Ask about their challenges, interests, and future goals. Then provide the coaching, training, and support that can help them succeed. Don’t wait until an employee asks for a reference to talk about their future. Ask before you assume. Conversation is where leadership happens™ Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register HERE
