How to Avoid Five Common Problems Concerning Corporate Training
How to Avoid Five Common Problems Concerning Corporate Training
1) Businesses make the assumption that colleges and universities exist to train students how to contribute to the business community. Take a look at the following mission statement from one of the leading educational institutions in the history of our country, Harvard University: "Harvard strives to create knowledge, to open the minds of students to that knowledge and to enable students to take best advantage of their educational opportunities... (to build) self-reliance and habits of lifelong learning" (see http://www.harvard.edu/siteguide/faqs/faq110.php for the full mission statement). There is much to be said for everything that Harvard stands for. It is an incredible institution. However, there is nothing in the mission statement that leads me to believe Harvard is trying to teach students how to be productive employees or business leaders. If you study the mission statements of Universities throughout America you will see the same thing. No college exists to train employees. They exist to teach students to think freely, exchange ideas, and reflect. Companies miss the point when they expect otherwise.
2) There is a disconnect between management and employees when it comes to training. James O'Toole, Edward Lawler, III, and Susan Meisinge wrote a compelling book entitled The New American Workplace in which they explain that there has been a significant decline in the amount of money spent on corporate training since the early 2000's and 71% of employees feel that management does not care about developing employee skills.
3) Within the companies that offer training, most do not provide the necessary quality or quantity of it. Even more baffling is the fact that when companies do offer training or provide incentives to take applicable business courses, only 18% of employees take advantage of it.
4) The practice of stealing trained employees discourages companies to offer in-depth training. Employee raiding has been going on for years and there is very little recourse for businesses who have spent thousands of dollars developing the organizational talent level. This trend has discouraged employers to sink money into employees who may not be as loyal as desired.
5) Too often, companies look to outside experts to train employees rather than starting an internal training department or expecting tenured workers to conduct sessions. Internal training programs developed by a company's staff members can be an effective way to both train new employees and develop the leadership talents of tenured workers.
With the exception of corporate raiding, avoiding these problems is relatively easy. First, understand that regardless of job candidates' educational pedigree, individuals generally come out of college unprepared to contribute to your bottom line without a significant amount of in-house training. Second, businesses can distinguish themselves from the competition by simply offering a training program and encouraging employees to participate in it. Third, since a vast majority of employees will not elect to develop themselves, some training programs must be mandatory. Finally, expect your tenured employees to create training materials as a way to develop their talent and expose new-hires to your culture, expectations, and processes.
How to Avoid Five Common Problems Concerning Corporate Training - To learn more about this author, visit Bill Tamminga's Website.
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A main consideration for hiring decisions is the urgency to fill a vacant seat. This common problem forces managers and owners of companies large and small to bring aboard employees who may lack the competence to thrive on day one. Yet even though this phenomenon has been occurring for years, businesses still lack quality training programs that will help employees make a difference to the bottom line. There are several reasons for this and I will list five of them here with recommendations for how to avoid them.
1) Businesses make the assumption that colleges and universities exist to train students how to contribute to the business community. Take a look at the following mission statement from one of the leading educational institutions in the history of our country, Harvard University: "Harvard strives to create knowledge, to open the minds of students to that knowledge and to enable students to take best advantage of their educational opportunities... (to build) self-reliance and habits of lifelong learning" (see http://www.harvard.edu/siteguide/faqs/faq110.php for the full mission statement). There is much to be said for everything that Harvard stands for. It is an incredible institution. However, there is nothing in the mission statement that leads me to believe Harvard is trying to teach students how to be productive employees or business leaders. If you study the mission statements of Universities throughout America you will see the same thing. No college exists to train employees. They exist to teach students to think freely, exchange ideas, and reflect. Companies miss the point when they expect otherwise.
2) There is a disconnect between management and employees when it comes to training. James O'Toole, Edward Lawler, III, and Susan Meisinge wrote a compelling book entitled The New American Workplace in which they explain that there has been a significant decline in the amount of money spent on corporate training since the early 2000's and 71% of employees feel that management does not care about developing employee skills.
3) Within the companies that offer training, most do not provide the necessary quality or quantity of it. Even more baffling is the fact that when companies do offer training or provide incentives to take applicable business courses, only 18% of employees take advantage of it.
4) The practice of stealing trained employees discourages companies to offer in-depth training. Employee raiding has been going on for years and there is very little recourse for businesses who have spent thousands of dollars developing the organizational talent level. This trend has discouraged employers to sink money into employees who may not be as loyal as desired.
5) Too often, companies look to outside experts to train employees rather than starting an internal training department or expecting tenured workers to conduct sessions. Internal training programs developed by a company's staff members can be an effective way to both train new employees and develop the leadership talents of tenured workers.
With the exception of corporate raiding, avoiding these problems is relatively easy. First, understand that regardless of job candidates' educational pedigree, individuals generally come out of college unprepared to contribute to your bottom line without a significant amount of in-house training. Second, businesses can distinguish themselves from the competition by simply offering a training program and encouraging employees to participate in it. Third, since a vast majority of employees will not elect to develop themselves, some training programs must be mandatory. Finally, expect your tenured employees to create training materials as a way to develop their talent and expose new-hires to your culture, expectations, and processes.
How to Avoid Five Common Problems Concerning Corporate Training - To learn more about this author, visit Bill Tamminga's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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