Is Your Training Function Lacking Awards?


lastplaceIf your training efforts are not winning awards, than you are either shy or realize your training function lacks what it takes to compete. If you know what it takes to improve the quality of your training results than make the necessary fixes and make a difference. If you have no idea as to what comes next, it is time for a Training Physical.

Often with new clients of the Training Physical, I ask them to read my book before we decide what areas and to what degree we will evaluate their whole training effort. While my experience tells me the hot spots that are probably the neediest, I want some self-discovery to occur before I interject.

Reading the book will prepare you to understand that the training function is a lot of moving parts. For the folks that think a workshop can solve any performance issue, these chapters can really open up their minds to how adult learning can and should be working. There are often many different issues collaborating against each other creating chaos for the organization.

But if you are like most organizations with a weak training function, not only does is it happen because senior leaders are unaware of what training should be doing, so are the current training management and team members. The training manager, the trainers and the instructional designers are trying to do their best even though they lack the skills to recognize issues, let alone fix them.

Training seems to be the one department in an organization that allows people to go without the necessary skills to perform their job, while at the same time management moans and groans about results. Why do we continually hire inexperienced people to work in the training function? That would be like hiring me to run your IT function. Within weeks my complete lack of an IT background would grind your operation to a halt, so duh, you wouldn’t hire someone with my background to run IT, and yet you hire people without a training background to manage training.

A strong training function produces employees that are able to perform their jobs well all over your organization, and a weak training function produces little. So honestly, if you are part of the senior management team in your company, why do you want a training function that is unable to produce results? Doesn’t it make more sense to make it a function capable of winning you awards for excellence?

285671_D1L1_01  Pointless Training Cover

Advertisements

“Can Your Business Grow with a New Economy?”


economy

While your company may have a solid foundation and all the pillars of a strong infrastructure to grow the business, most small and mid-sized companies are missing one essential function. Even in larger companies this function may exist, but the employees you have in place are in way over their heads for being a growth oriented business partner.

No matter what you do, you hire human beings as employees. These human beings come from different generations with different skill sets and different interpretations of how to work toward common goals. To make this more of a challenge most organizations have managers and leaders that lack good communication skills. And lately more organizations are operating with supervisors and managers that don’t understand how their own employee policies work and are putting the company in serious legal peril.

If you have a robust Human Resource function, with qualified talent, AND management follows their directions you have a fighting chance. But if you have a clueless management team as it relates to basics like Wage & Hour laws, what Harassment Free Workplaces look like, or Discrimination, you leave your HR function in a state of perpetual firefighting instead of being strategic.

 

The Primary Essential Function for Growth

Within human resources lies the one essential function that can either partner with the organization for growth or in most cases hinder the ability to grow. That function is Talent (AKA) Training Development. The very folks that need to develop all of the skills in others to perform work; rarely if ever do their own job well. Sadly it is not for a lack of will as I have discovered over the years, but a simply lack of knowing how. They don’t have the skills to act strategically. Many trainers and training managers focus only on a workshop or online class at a time. Few are able to prepare an influx of new employees because of a hiring surge, or and acquisition.

In the banking industry as an example, only the big banks spend time and money developing their training team members, and so when the bank decides to open new locations or acquire another bank, they pull it off in grand style. But most of the growth that is going on this way is coming from mid-size to small banks, and if they even have a training function, it is understaffed and those in charge don’t know how to do their jobs to the full extent necessary.

 

Qualified VS Experienced

In order to be Qualified, you know both about and have the ability to perform tasks. Now while being experienced may mean you are qualified, it also means that you have held the title of a function for a long time. Many training development people are experienced in only “time in the chair”. They have been the manager for 10 years, and are thought to be both qualified and experienced. But in reality they don’t know how to do everything they should be able to do after 10 years on the job.

 

Can Your Company Grow?

I cringe every time I speak with a senior leader that is looking forward to growing their business, and I know that their training function cannot help them. At best they will design a workshop and make it look like they are participating in the growth process. At worse they clog up the process and drag out what could have been a smooth transition.

Once I get these same senior leaders to investigate the capabilities of their training function, they realize that they are not as ready to grow as they first thought. I usually begin by having them request a copy of the annual training plan, which if it exists at all, is light and fluffy and lacks any tie back to the corporate goals. If a training function is this reactive it cannot possibly partner effectively with organizational growth goals.

I designed a process (and even published two books) on how to evaluate the corporate training function with the goals of making it work properly. But it takes some tough love from management to look at the results and make changes to the training operation.

In too many companies there is a lack of basic skills in all of their employee population causing a revolving door of new employees. Yet until companies start to staff Human Resources and Training with Qualified employees and not just experienced people, the problems will never disappear.