The training paradigm – train them and they are more valuable to me and my competitors!

Training is a paradox. If you train your staff, they are not only valuable to you, they are also valuable to your competitors. Once they have your training, they could simply go.

The Solution:

o Lead Those Who Learn Fast
o Just Use In Time Training

For years, consultants have told me to train my employees, this training makes them more productive. But when I often leave the workers walking out the door and some other company gets all the money and time I spend!

Like many business people, let this advice act and confuse me. I knew it was true: better trained men went better. Then I started to do training on time.

This method is much better and your competitors do not get free. Create valuable packages of projects and guarantees for new employees – important roles – as soon as they join you. Creating a real-life real-life role requires the ability to combine elements of more complex current roles and create new, smaller jobs that people quickly learn to start contributing immediately.

This method gives your employees a great understanding of ownership in their work. It also leads to higher quality commitments, as their appearance is directly focused on their management. As you move quickly to each tool and start performing those talents, your goal is to continue to add new guarantees. Train them to levels for each new work.

The good news is that you can give important work to people who are not yet in depth and wisdom for the whole job. However, you can not just do it and go away. This requires a lot of participation in ongoing negotiations, training and measurement – from you and your managers.

The real challenge for your business is to create an environment where all your employees are to a certain extent knowledge workers. It means training everyone, but not for long periods. Read one hour, one day and one week at a time.

Most people today want to learn what they need to learn when they need to learn it – and not because they are lazy or have a brief attention. Learning just in time is the only way to learn with the frequency of information we all agree on. We must aim to learn. "Will this be useful today or tomorrow?" will be the key question.

There are hundreds of corporate universities in the United States, including a high proportion of Fortune 500 companies. They are all from bad to outstanding, just like "real" universities. But this is the future-specific ability to do certain jobs in your business now.

Yes, put new employees through the field. But if you used to make ten days camp, do it for three days and get them to work faster. Then check regularly for half-days, special training.

If you want real talent in your new appointments, focus on their skills to learn quickly and emphasize the skills they bring now.

When hired, employees agree on initially a relatively simple job or task. Practice training to get them exactly what they need to know so that they can be ready for work tomorrow or next week. Then an experienced employee has the minimum amount of time needed to teach a new employee how to accomplish the first project.

The new person does not shine an experienced person, takes notes, looks at and expects to learn from ocular flow. Rather, it's cheap, one-on-one speculation for maximum impact fast.

When new posts are added to new staff, anyone with more experience will give a handy order, always the minimum amount to ensure that new guarantees are lessons.

Will your employees lose the big picture with these "gradually" & # 39; training? Perhaps they could. The low cost way to prevent it (and also teamwork) is a regular meeting meeting to keep everyone informed about your policies.


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