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by Charles Ginn
Research studies show that
“water cooler” training—the
kind that happens when a new
employee learns how to perform a
task by asking an experienced coworker—“
sticks” better than training
provided in more formal settings.
The reasons are two-fold: it’s human
nature to listen to peers more than to
supervisors, and information acquired
this way is usually put to immediate
use, which reinforces learning.
Though most employees (and
managers) don’t view this kind
of informal information gathering
as training, it’s actually how most
people learn to do their jobs. And
supporting this kind of learning with
job aids such as instant access to
information via employee computers
can double its effectiveness at little
or no additional cost.
If you’re wondering why your
company should provide formal
training at all, don’t feel like the
Lone Ranger. The value of instructorled
training has come under scrutiny
(and fire) during recent years. A
key reason is that as American
companies have outsourced noncore
business tasks, a growing
number of these organizations
have curtailed training they couldn’t
billcutting excessive training expenses is
certainly desirable, companies should
recognize that when done correctly,
training is a critically important HR
function that helps ensure workers are
doing the right tasks in the right way. It
also serves as THE means of importing
into the company the new skills and
technology necessary for continued
growth and success.
What All Good Training Has In
Common
Learning happens best when people
first feel confident that they can do what
they’re being asked to do and can trust
that they will have the resources needed
to do it. To be effective, all training,
whether delivered by instructors, coworkers
or good support tools and
mentoring, should be:
- Linked to what employees do in their
jobs and to the results their managers
want. Know what needs to happen
in your business and design training
programs around your desired results.
- Supported by supervisors with
performance monitoring, coaching
and feedback. Allow plenty of time
for practice and be accessible when
employees need help.
- Provided in easily digestible segments.
Information mapping shows that
changing the topic every seven to 20
minutes produces the best information
retention. For Web-based training,
take employees to the domain, guide
them through approximately 25% of
the information and tell them how to
find the rest on their own.
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- The minimum information needed.
cutting excessive training expenses is
certainly desirable, companies should
recognize that when done correctly,
training is a critically important HR
function that helps ensure workers are
doing the right tasks in the right way. It
also serves as THE means of importing
into the company the new skills and
Cut wordy training documents to
their essence; if you can say it
in three words, don’t use three
sentences. In Web design, fit the
topic on one screen, preferably with
no scrolling. Web learning should
look a lot like video games, in which
the player’s actions and choices
determine the outcomes.
- Supported with appropriate, easily
accessed tools. Rather than store
hard copies of resource and
reference material in a central
location, make the information
accessible via employee computers.
How will you know if the training
was effective? Simple…employee
performance will improve!
All New Hires Are Beginners
All new hires begin working for you
as beginners, even those who have
expert skills and excellent performance
records at other companies. Every new
person needs to learn your company’s
culture, processes, and systems.
Brand new workers are usually only
conscious of their jobs. Help them
to think globally and become aware
of what other departments do and
how interacting with them affects the
company’s goals and business results.
Focus on helping new employees develop
their communication, management,
leadership, and problem-solving abilities.
Every employee won’t need to attend directly to their clients. While
instructor-led workshops to get these skills; some may only need a facilitated
meeting with their supervisors or co-workers.
Managers Face Big Challenges
Simultaneously managing new workers and experienced older employees
while maximizing the talents of both groups is a big challenge facing today’s
managers, one that requires well-developed emotional intelligence and good
listening skills.
The key for successfully managing these very different types of employees
lies in finding out what is important to each group and then using it.
For example, be willing to spend a few minutes talking with an older worker
who is coping with an aging or ailing parent. Keep abreast of current rock
groups and movies, even those you don’t particularly like, and keep an open
mind about such things as tattoos and body piercing. Talk with younger
workers about their interests. I guarantee that you’ll learn something new
everyday, and you will have an important link to the people who determine
the success level of your business!
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