Nobody would dispute that having better-skilled employees means a business that runs better. But how can companies afford to keep employees well trained, especially on a limited budget? There are options, said Paul Harden, assistant director of business services for the Rhode Island Economic Development Corporation, with one of the least expensive simply “using your own employees to do the training.”
Ever eat at a restaurant where your waitperson had a “shadow,” a similarly dressed neophyte diligently watching your server’s every move? That’s the idea, Harden said, of a training style that can “generally be done as part of [the trainer’s] normal job.”.
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Another option is “turnaround training,” where a company sends one employee to a training session so he or she can “come back and try to replicate that program in-house.” Although “you definitely lose something in the translation,” it can make sense for some businesses. “The idea is to weigh the difference” between money saved and total effectiveness, Harden said, adding that employees chosen to do the training should have the right “people skills” to relay what they’ve learned to others.
“Just because someone knows how to do the job well” doesn’t mean they can teach it, Harden said. “A lot of it is good personality, good presentation skills, being organized,” and a willingness to “share information” and not get annoyed when “stupid” questions are asked. “Some people have a real knack for training.”
Companies should always document their in-house training programs to ensure that new employees, whatever the shift or the trainer, get the same curriculum and learn the same thing, Harden said. “Everybody does their job a little differently,” so consistency at the beginning is crucial.
A third training option that’s often overlooked is courses offered by community colleges and even local high schools, especially in certain IT and software subjects where content is standardized enough that such programs “aren’t that much different” from higher-price alternatives, Harden said.
Another training resource is industry and trade associations which provide training for their members, Harden said, citing as an example the oil burner services technician training currently conducted by New England Institute of Technology. “That’s another option.”
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Although content for such programs ranges from advanced software applications and technical training to fiberglass and electrical instruction for boat builders, all illustrate the value of economy of scale, said Steven H. Kitchin, vice president for corporate education at New England Tech. “That seems fairly obvious, but most people don’t realize it.”
Companies with similar training can use this principle to hook up for certain programs, since many programs charge the same whether there’s five or 15 people taking it – the only incremental increases would be in materials. “Trade associations are a wonderful mechanism to do this kind of training,” Kitchin said, adding that programs at New England Tech “run across the board.”
Depending on a company’s size, training costs can range from a few thousand to several thousand dollars, Harden said, although some programs, especially IT, have come down over the last several years as the number of providers has increased.
Many larger companies with their own training staffs are more likely today to seek providers outside the company and spend their time evaluating programs, especially for technical certification like ISOs, total quality management and CADCAM which depend on the latest information, Harden said.
A major portion of the cost for companies is “not so much the cost of the training, it’s the time employees spend in training,” which results in lost productivity and/or sales. One company, Harden said, dealt with this by encouraging workers to attend English as a Second Language programs by splitting the class hours between the company and the employee.
There are also many companies on the Internet selling training videos. Harden, who’s “seen them all,” said they range from “incredibly good” and insightful programs by Monty Python John Cleese to those that are little more than talking heads in front of plain, white screens.
But whatever the method, providing up-to-date and effective training for employees is “generally seen as a good investment,” resulting in improved bottom lines and happier and better skilled employees, Harden said. “Companies appreciate training now,” he said – although workers shouldn’t depend on Big Brother to do everything when it comes to keeping up with professional trends. “Employees have some responsibility on their own to upgrade their own skills.”
For more information, visit the EDC Web site at www.riedc.com or call Lori Warren, EDC manager of workforce development, at 222-2601, ext. 162; or call Kitchin at New England Tech, 739-5000.
