The Tribune

By IAN FERGUSON

The level and quality of training provided to employees serving at varying levels is vital to a company’s success. Training programmes are designed and intended to equip employees with a new skill, or educate staff in the implementation of a new procedure.

Some types of professional training and development are very general, offering a venue in which experts share tips and ideas, and showcase outstanding work. Ultimately, training is offered to build capacity in employees, rendering them better, more efficient contributors to the company’s goals and objectives.

Training as a developmental tool, takes on many different forms, and is most effective when the correct avenue or channel is employed at the right time - and with the right audience. Some training programmes are more general, and others specific. Some are quite formal and others informal. Some training results in the acquisition of a recognised degree or validating qualification, while others simply share information for the sake of attaining and applying learning.

Formal soft

skills training

Most businesses deliver some element of customer service during their lifetime.

Service to internal and external customers must not be taken lightly if productivity and customer loyalty is to be realised. Training for these skills is crucial, and various service excellence models must be explored by companies to determine the exact formula for creating a culture of exceptional service.

Traditional service enhancement programmes incorporate the fundamentals of communication, problem solving, engaging behaviours and positive attitudes. The focus, naturally, is to change undesired behaviour, and it must not be approached as another ‘pep talk’ or ‘talk shop’. Through varying reinforcement and evaluation procedures, participants must leave empowered to perform at a higher standard.

‘On the job’

coaching

In a more informal sense, champions on the job can be used to mentor and guide struggling employees via both soft and hard skills gaps. While these star employees may not necessarily need formal training skills, they do need great interpersonal ability that allows them to build and maintain trust-centred relationships with those they are coaching.

Immersion

Training

Companies often need to explore the option of releasing employees to other partnering firms for exposure, and a shift in environment.

This is typically used when the company is implementing new technologies, and others have successfully been using them for a period of time.

Or, in the case of soft skills, the receiving company has built a reputation for excellence in that area. Immersion into another work environment for the purpose of building capacity and learning new skills has, in recent times, proven very effective.

Cross Training

A multi-faceted company sometimes has sufficiently competent employees to merge team members from other departments into a new unit, so they can learn a different aspect of the business.

This can prove vital to the company’s survival when other employees are able to fill in for sick, retiring, vacationing or terminated staff. It also serves the company and team member well when employees understand the full scope of the business, and can perform multiple tasks.

Technical skills training

Every field of endeavour requires a certain degree of technical skills in the delivery of goods and services to the consumer. Education, medicine, agriculture, tourism, hospitality, banking, aviation and other industries require specific skills delivered by specialised, professional learning agencies.

These shorter, intense technical training programmes provide the necessary upgrading of technical knowledge employees need to perform at a higher standard.

Academic/Degree programmes

Earning degrees in a specific discipline, and academic achievements, must not be merely the qualifying standard for securing a job, but remain an ongoing process during the course of an employee’s tenure with the company.

These diploma programmes, professional certifications and degrees give an indication that the individual has the capacity to perform as a certain level. Academic qualifying must never be eliminated from the basic requirements of a firm expecting excellence, and companies must ensure employees continue to upgrade themselves educationally. Employers are wise, then, to allow for study leave benefits and tuition reimbursements for team members willing to qualify themselves.

Management/Leadership training

It becomes fruitless to provide increased training opportunities for staff while neglecting to allow company leaders the same courtesies. Firms who create a culture where leaders are expected to be exposed to the same learning and training as the staff find great benefits in doing so. If the culture is to ever be changed in a company, and if the learning is to ever be sustained, supervisors, managers and executives must take the lead in talent development initiatives.

Team-Building Training

With all of the individualised training programmes that seek to strengthen each employee’s skills, it is paramount that some training address the need to work harmoniously with other team members. No successful company survives with champion employees who do not understand the value of team. There must be constant reinforcement of the team goals and vision of the organisation, with emphasis on how we individually and collectively contribute.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.