Make a Solid Case for Training
Robyn Weber
April 18, 2019
How do you do more with less? What’s needed is a leverage point.
And that leverage point is a well-trained team.
Constructive training can lead to a more potent team and new ways of approaching problem-solving. EHS&S leaders know that good training provides a high rate of return on their organization’s investment, and in-depth knowledge of complex subject matter (such as environmental regulatory compliance) protects much larger corporate assets like brand reputation and operational stability.
To have a winning group, organizations must become knowledgeable and competent in dealing with and developing people. The organizations that are the most successful demonstrate the greatest commitment to people and they know training is a tangible asset that goes a long way to show you value your employees.
An organization’s commitment to a well-trained team also sets a higher bar for standards and norms. It assumes that everyone in the organization is an expert in his or her particular area of responsibility. This means they must continually refine their skills and contribute at a high level. Even more important, training enables your team to respond intelligently to whatever confronts them — or your organization. This means fewer errors, better execution, and high quality decision-making. And when times are stressful, training allows your team to focus and think quickly and clearly, instead of trying to figure things out on the fly.
The training that enables your team to be better prepared also allows them to overcome natural weaknesses or deficiencies. Making judgments under stress is incredibly difficult and training can ease the burden by providing context and understanding. Training can also set the stage to proactively build in “reps” and practice sessions.
With so many training options out there, how do you pick and choose what training to provide? Here are a few options to consider.
Work-life training for supervisors
Training your managers, supervisors, and sponsors to be more supportive of their direct reports’ work-life issues can reap dividends. Studies show that employees who feel supported by their managers have in-creased job satisfaction and stay longer with their employers, reducing turnover costs. Furthermore, research by Ellen Ernst Kossek and Leslie B. Hammer, presented in the November 2008 Harvard Business Review, shows these employees reported a greater willingness to comply with safety programs, a bonus for EHS&S managers.
Massive open online courses
Create a culture of ongoing learning by assisting employees to take ad-vantage of massive open online courses (MOOCs) such as Coursera and EdX. Because MOOCs provide value and time-flexibility for a relatively low-cost, they are a good investment for budget-strapped firms.
Be sure managers guide course selection to ensure it is in alignment with your corporate mission. Be aware there is a heuristic side to using MOOCs as it is often hard to gauge the value until your employees have finished the training. Cross-discipline training helps broaden employee’s perspectives and encourages empathy for other departments and missions. And enrichment training keeps people inspired and enhances creative thinking.
Coach teams to apply the learning
The upside to modern life is we have access to amazing amounts of in-formation. The downside is how do we synthesize that data and turn it in-to applied knowledge on the job? According to Al Jacobson and Laurence Prusak in the November 2006 edition of Harvard Business Review, employees spent on average less than 17% of their time searching for “knowledge acquisition” and more than 80% of their time eliciting, interpreting, and applying that knowledge.
This means that some, but not all, team members will have the tacit skills that can be documented and taught to others. Managers need to seek out these team members and proactively encourage those employees — who consistently do a good job applying newly gained knowledge — to mentor and encourage their teammates who find it more challenging to apply such knowledge to their work. This lifts the functional skills of the entire group and encourages effective communication and trust that are vital to high-performing teams.
Train leaders to be teachers
While there are many formal courses available, one of the most effective models of leadership training is teaching. Leaders, who are de facto teachers, routinely spend inordinate amounts of time with employees, passing on technical skills, general tactics, business principles, and life lessons. This leadership training is informal and organic, flowing out of the tasks at hand. And it’s hard to miss the impact. Such teams and organizations are some of the highest-performing in their industry.
According to Sydney Finkelstein in the January-February 2018 issue of Harvard Business Review, when leaders teach is almost as important as what they teach. Rather than waiting for formal reviews, they seize impromptu training moments during the workday.
So encourage your managers to teach leadership on the job by becoming better coaches, sponsors, mentors, and teachers.
In sum, remember that training ROI isn’t all about money. Training impacts employee retention and effectiveness while it strengthens your brand by helping your employees to provide great “fan experiences.” And that may be the greatest leverage point of all.
This article is a benefit of McCoy & Associates' sponsorship of NAEM's 2019 EHS Operational Excellence Conference.
Tags:
Sponsored
Related
About the Author
Robyn Weber
McCoy & Associates
Robyn has extensive experience leading operations, marketing, and strategic initiatives. She has been with McCoy for 14 years and served on the committee that was responsible for leading change and retooling McCoy’s corporate culture and project management processes and systems.
Prior to McCoy, Ms. Weber founded an advertising agency that focused on technical business-to-business accounts. Being a “hybrid thinker,” Robyn Weber also functions as McCoy’s art director and writer for its branding and communications program.
She lives in Denver with her husband and two cats. Robyn is an avid skier, hiker, and paddler who gets away to Minnesota’s Boundary Waters Canoe Area as much as she can.
Prior to McCoy, Ms. Weber founded an advertising agency that focused on technical business-to-business accounts. Being a “hybrid thinker,” Robyn Weber also functions as McCoy’s art director and writer for its branding and communications program.
She lives in Denver with her husband and two cats. Robyn is an avid skier, hiker, and paddler who gets away to Minnesota’s Boundary Waters Canoe Area as much as she can.