The Modern Approach to Training New Employees

There is no disputing the fact that proper training is crucial to the success of any organization. Effective corporate training improves efficiency and profitability by educating and cultivating responsible, knowledgeable workers, while creating opportunities for career development and personal growth.  Companies who implement high-quality training practices are ensuring employee retention, as well as their competitive edge.

Here are two primary indicative archetypes of employers’ post-hiring practices, and several defining components of each:

Interactive

• Embraces new talent
• Focused on finding the right person
• Team inclusion and defined (and well expressed) value

Low Yield

• Marked by high turnover rates
• Negative (or even neutral) office culture
• Little personal investment of workers and management
• Equates competency with repetitive tasks

Given the non-constructive results of a low yield approach, why do some employers still choose not to invest the time and resources toward quality training for new employees in exchange for quality work performances?

It often translates into a question of basic needs: Are you simply seeking a hired hand for repetitive tasks with little responsibility or consequence, or are you looking for someone to contribute to your company, fundamentally, on an internal level? Employers should be reminded that employees become and remain engaged when their talents and interests are considered. The range of consequences for inadequate training can range from minor mishaps and inconveniences to major liabilities and losses, and everything in between.

On the other hand, a conscientious employer who is dedicated to the concept of thorough and effective training for new employees, but has hit a barricade in reaching desired results may want to take some time to reevaluate their methods.

Training and development can be broken down into two basic styles:

1. Traditional approach (low yield) The long-recognized view of many established companies was that quality employees were born, and not made.  The emphasis was placed almost exclusively on finding the perfect fit for the job; if the new hire was indeed a proper match, then he or she would automatically catch on and flourish within the position.  Furthermore, views which depicted training as costly and time-consuming contributed to the limited training methods of the traditional approach, which also included a rather inflexible, one-size-fits-all method.
2. Modern Approach (interactive) In recent years, organizations have collectively recognized the strength of corporate training; seeing it as a strategic tactic toward the overall growth and success of their company. Rather than view training as a financially draining and time-impeding task, the modern approach treats training as a type of retention tool.  Companies are realizing that a savvy, intuitive workforce is central to creating a stable and profitable organization.

Employers should keep in mind that by exercising extreme rigidity, as in the traditional training process, they are not allowing new employees to become acquainted with all aspects of their position and the company at large, which can be quite counterproductive when trying to create a work environment which promotes any kind of teamwork or positive collaboration.  Any job which requires more than one task repetition cannot be justified by a carbon-copy, factory-line style of training.  In fact, in many cases, this approach can be outright harmful to both productivity and efficiency.

Once employers have adopted the necessary ethos, it is time to implement an apex-level training system.  Bearing in mind the individualities of each organization and their specific training needs, it’s crucial to breakdown the modern approach to corporate training into basic categories in order to determine the most appropriate method.

Four Methods of Corporate Training:

1. On-the-job training: Employees learn via real life work experience simulations.  This is a very effective training option.
2. Classroom-based or instructor-led training:  This system is centered on teaching and mentoring. Soft skills are in high focus with this type of training.
3. Asynchronous Learning:  This is an autonomous training option, where employees learn at their own speed.  It also allows organizations to train large numbers of employees simultaneously.
4. Blended Learning:  Employees receive a combination of classroom-based (synchronous) instruction and independent (asynchronous) training, the latter of which is often a form of e-learning.  This form of training is expedient and offers immediate feedback.

For additional research, employers can access a chart such this one provided by Toolbox, for rough analyses and basic metrics of training methods, choosing the model that most closely addresses the qualities you are seeking in your work staff.

In Summary

Effective training requires stepping away from the traditional formulas that are restrictive, role-dominant, and hierarchically rigid.

When moving forward, it is the clever executive who holds the insight and forethought to assure their company is remaining current and in tune with the newest proven sociological research, not holding on to unquestioned methods for tradition’s sake alone.

Fred Coon, CEO

Stewart, Cooper & Coon, has helped thousands of decision makers and senior executives move up in their careers and achieve significantly improved financial packages within short time frames. Contact Fred Coon – 866-883-4200, Ext. 200