Published June 2004
A
strategic training plan can help match resources with specific needs
Q.
Our department’s recently completed needs assessment indicated that additional
employee training is appropriate. We agree, and the budget will reflect
this new priority. How can we be sure we allocate the training dollars
to the right resources?
A. Employees
today must be given tools to perform their jobs well. But tools go beyond
a desk, telephone and computer. As the world creates new data, systems
and processes, business tools must include information, knowledge and
opportunities to practice new skills.
Providing a planned
and intelligent training matrix for employees not only boosts production,
it makes them feel competent, valuable and appreciated. A valued byproduct
is the promotion of job satisfaction and loyalty. Research shows that
the most-cited reason for people leaving their jobs within the first 90
days is lack of training.
Developing a training
strategic plan will go far in determining exactly what kind of training
and who (or what, which we’ll get into later) will conduct it. The plan
should provide training goals, a list of the training needed within specific
organizational units and time and cost projections. The key is to match
the correct resource with the specific training desired and the intended
audience.
Let’s consider how
to approach the most common training needs:
- Product training.
When training how to use specific products, such as new equipment, tools
or software, first determine whether the vendor includes training in
your purchase. If so, don’t automatically assume that their training
will suit your needs. Let the vendor know your specific training goals
and determine whether they can largely meet them. If not, you may consider
an abbreviated training from the vendor, augmented by internal training
if a qualified instructor can be found.
- In-house.
The effectiveness of in-house training lies with the expertise and quality
of any professional trainers or managers you have on staff to conduct
the classes. Some organizations have also found competent trainers among
their non-managerial staff. Whomever you want to conduct in-house training,
ensure they are capable, knowledgeable and eager to train others and
can be freed of the time necessary to prepare and conduct the training.
- Outside training.
Absent competent internal trainers, consider hiring an outside trainer
or facilitator to conduct the employee or managerial training. (Contact
organizations such as the American Society of Training and Development
to get referrals of appropriate trainers.) Provide outside trainers
with specific case studies and examples that relate to your organization
that they can incorporate into their sessions.
- E-training
(the what). Also known as e-learning, this method relies on accessing
the Internet or specialized programs delivered by a computer CD-ROM
or DVD. Advocates argue that e-products are faster, cheaper and more
productive than traditional training. Many of them are self-paced sessions
that rely on the participant answering test questions before being allowed
to proceed. One advantage is that sessions or parts of sessions may
be easily repeated for participants that need more practice and understanding
of certain concepts and skills. E-training vendors are easily found
through Web searches. Narrow your search to the area you want covered
and insist that finalists provide review copies of their product that
you can test before buying.
Eric Zoeckler operates
The Scribe, a business writing service with many Snohomish County-based
clients. He also writes a column on workplace issues that appears in The
Herald on Mondays. He can be reached at 206-284-9566 or by e-mail to mrscribe@aol.com.
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