The Problem Is With the Training!

The Problem Is With the Training!

When spotting problems with a company's or organization's development, experts in organizational development and human resources often say, "It's a training issue." The adage is universally applicable to any collection of individuals with a shared objective. You can find out where things went wrong by following the trail of movement when progress stops and problems arise; in this case, it was due to inadequate training.

Is anything like this anything you've ever dealt with?

Horror Show: Fast Food:

As you approach the drive-thru window of a fast food joint, a foreign-sounding voice blurts out what you can only interpret as a request for your order: "May I take your order?"

A horrible waitress:

At a neighborhood restaurant, you wait for half an hour before a server comes over to your table and requests if you would like to place an order. Sighing condescendingly, she says, "The kitchen is backed up and I just had a party of fifteen in the other room," in response to your courteous explanation that you're frustrated because you've been waiting thirty minutes.

Clueless Receptionist:

Unfortunately, the customer service representative whose phone number you've been attempting to reach over a malfunctioning device you bought never calls. Receptionists will tell you to try again later since the person you called is not in. The receptionist is unsure of the ideal time to reach the individual you are requesting, and unfortunately, they do not have voicemail.

Avoiding Travel-Related Stress:

After a twelve-hour journey, you finally reach the hotel where you're scheduled to spend the night. The posted check-in time is 3:30 pm. If the room is not prepared when you come, it will be 4:30 pm. We kindly request that you return in approximately one hour to verify the availability of the accommodation. You have an hour of "kill time" and the front desk clerk doesn't know what to do with it or even whether the room will be ready in that time.

Disarray in the Office:

Working in an office with a mountain of paperwork is a constant source of stress for you. Your team is meant to get help from an administrative assistant who is working about ten feet away from your workstation. You and he have different conceptions of what "support" means. He seems to have a preference for certain team members over others. Your supervisor interprets the disagreement you've brought up about the unequal distribution of resources as "personality differences." All you want is for the copies to be made quickly.

Everyone involved may benefit from some training to fix the problems highlighted above, which include bad service, mismanagement, and even "abuse" in a few situations. Consequently, "training issues" are cited as the cause of these business and retail disasters.

"Training" is an overly simplistic term. At the very sound of the term, images of dull classrooms, uninterested training teachers, and time wasted being forced to learn things that common sense has taught you already flood my mind. Training is rarely something that individuals look forward to.

My ironworker husband just finished an OSCA-mandated training session where he and his coworkers learned how to safely operate a forklift truck. "One should never leave the driver's seat of the forklift while the motor was running and the forklift was in gear." This was one of the most important training elements. Of course!

The truth is that training is more than just handing out information on technique and talent, despite the bad connotations that karma training has acquired in the corporate world and the attention it received during the dot.com boom.Additionally, it conveys the job's responsibilities and expectations. Training includes communicating expectations to trainees in a way that is both clear and concise. The groundwork for both praising and punishing performance is laid throughout training.

In each of these cases, the "untrained" worker has emotionally severed ties with the customer they are supposed to assist. Their desire to properly serve others is overshadowed by the personal difficulties that each of them is deeply concerned about. They would tell you something like this if you asked for their perspective:

"Nothing takes long at all in this place. I'm doing my best to stay up. Whenever I do something wrong, someone will tell me, but no one ever truly tells me what to do.

“If those I relied on could do theirs, I could do my job.”

"I'm sick and tired of being the one to take the heat when my bosses mess up."

Nobody has ever explained my role to me in detail. They must believe I can deduce the solution. Those around me have largely informed me of my job expectations by pointing out my mistakes. Here, everyone is out for himself.

Employers, not workers, are to blame for subpar service.

Ultimately, growth, productivity, and revenues are all negatively impacted by a lack of service. In the eyes of your rivals, your business will suffer dearly for its service gap. Ongoing promotions, more advertising, more hiring, and freebies for unhappy customers will be necessary to make up for it. Staff members that are content and appreciated are more likely to give excellent service. One of the most effective ways to make workers feel appreciated at work is through training programs.

In order to address the issues raised earlier, how might training be utilized? The most important thing is to establish and prioritize a training program. There's no need to resort to "training out of desperation" tactics like waiting until an emergency arises to provide instruction. Never forget that investing in your employees' training is a great way to show them how much you value and appreciate them. At its best, it will be well-received and give them a sense of validation.

Make sure to incorporate regular training into your schedule. The frequency can range from once every three months to once every seven days. Hire someone else to do it or do it in-house. Scheduled training opportunities will help you avoid costly service difficulties down the road.

Arrival at Work Orientation

When a new hire initially joins your team, the training they get is crucial. Take a look at this sample training program for new hires.

1. Make sure that every employee has a formal job description and that there is a procedure in place to update them regularly. This should be a business policy. Instead of focusing on duties, job descriptions should highlight skills.

Second, you should create an orientation program that all newly hired employees must complete. The duration of the program can range from half a day to a week, however it is expected that it will cover the following:Establishing rapport with the remaining employees.Have a detailed conversation about the role's responsibilities and the company's regulations with the person reporting to you, outlining your expectations and the steps to take should things go wrong. Let people have their say.Site tour - locate the kitchen, restrooms, parking, exits, and more.Forms and documents pertaining to employees, such as W4, waivers, benefit applications, records of personnel regulations, job descriptions, etc.An in-depth orientation about the organization's mission, values, strategy, clients, and the new hire's specific job within the larger organization is essential.In case the new hire has any questions, it's a good idea to have someone else on staff available to answer them.Have that coworker or yourself buy lunch for the new hire on their first day; it will go a long way.Schedule a 30-day review (don't forget to mark it on your calendar) to assess the new hire's progress and address any concerns they may have about the position. Please be aware that you will be sending a strong message to the employee regarding the importance you have on their professional growth if you decide to postpone or cancel this 30-day review. The new hire can't wait for this meeting because it's so important to them.



One of the best ways to learn about ways to enhance business infrastructure is through a training program, which also serves as a means of continuously dispensing necessary knowledge to your personnel. Employees can feel comfortable expressing themselves and offering suggestions for how the business can grow in this supportive setting. On top of that, when training is done right, it encourages employees, makes them feel loyal to the organization, decreases turnover, and opens the door to consensus building.

An investment, not an expense, is training and development.

Top firms, best small businesses, best companies to work for, and best bosses rankings in Fortune 500 have consistently shown an interest in employee happiness and development opportunities. For the second year running, the St. Louis, Missouri-based stockbroker Edward Jones has been named Fortune's "100 Best Companies to Work For."

Fortune reports that about 3.8% of payroll goes toward training, with new brokers receiving four times as much time as their current counterparts and an average of 146 hours for each employee. "If you don't invest in training, you'll never be able to escape the present," managing partner John Bachmann said when asked about the company's heavy investment in training. According to a writer from Fortune, an administrative assistant at Edward Jones once said, "I've never experienced working for a company that has so many satisfied employees."(#)

If you want to reduce employee turnover, boost performance, and inspire loyalty, a training program is a great place to start. It is also an excellent starting point for building effective internal communication strategies. If you do not already have a training program in place, you should seek out options at your local university or community college, or enroll in an orientation program. Gather resources that will help your employees acquire the skills you've identified as important by placing an order for relevant books, videos, and magazines. Implementing or enhancing a training program demonstrates your concern for your staff.


Oh my goodness!

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