By Ethan and Jo Lightfoot / Northwest Arkansas Human Resources Association (NOARK)
Whoa! My company’s productivity has declined, its accident rate is going up, and we have other employee issues. We’d better look into some training solutions, right?
Actually, no—at least not as a first step. Training, normally so valuable, can waste time, money, effort, and morale if it doesn’t match the problem or opportunity at hand. Follow these six steps to determine and fulfill you training needs. Expect to save money in the process.
1. Clarify the Situation. Carefully examine the problem or opportunity you face. The answer may be training or something else entirely. For example, eliminating a hazard eliminates the need to train about it. On the other hand, training is essential when workers don’t understand a work process, are unfamiliar with equipment, or incorrectly perform a task. Need employee motivation? Then choose interactive training.
2. Specify the Response. If training is required, determine what kind, how much, and for whom. Some training is required by law or by the company itself. Human Resources must know and fulfill these requirements—input from consultants or auditors can help. Job analyses are very important. They describe what each employee is expected to do, what hazards apply, and how actual performance compares.
3. Establish Objectives. How much improvement do you want and by when? Make goals and objectives measurable and share them with your chosen trainer.
4. Design Learning Activities. Use your objectives to create or select training activities. The presence and proportions of lecture, demonstration, audiovisuals, exercises, and discussion are important. Workers are adults. They tend to learn best and agree more when the presentation is interactive and appeals to their experience and motivations.
5. Conduct the Training. A training session is the play-out of participants, trainer, and content. Participants are involved to the extent they
need or
want the training. The trainer is effective to the extent he communicates and motivates. For certain topics or situations, outside experts can have greater impact than in-house trainers.
6. Evaluate the Results. Consider redoing the final exam after 90 days. If participants don’t remember essential information, the training or its application has failed. For contracted training, insist on satisfaction; monetary or otherwise.
Using these steps will help you evaluate training fulfillment and get the most “bang for your buck.” Who needs training? Your company. But choose wisely—often, less is more.
Ethan and Jo Lightfoot audit and train on human resources issues, as well as safety and quality. Ethan is an authorized OSHA outreach trainer and motivational speaker with an extensive background in regulatory compliance. Jo is a technical writer and instructional design specialist. Together they have created and presented training courses directly for clients, as well as through OSHA’s Southwest Training Institute and their own firm—Lightfoot Consulting, Lowell AR, 479-935-9748.
Ethan and Jo Lightfoot of Lightfoot Consulting audit and train on human resources issues, safety and quality. Ethan is an authorized OSHA outreach trainer with an extensive background in regulatory compliance. Jo is a technical writer and instructional design specialist. They are involved in Northwest Arkansas Human Resources Association (NOARK) and OSHA’s Southwest Training Institute. Send inquiries to info@noark.org or visit http://www.noark.org.
