Why Is Harassment Training Important?

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Written phrase "workplace harassment" on a paper pad

HR Question:

Do I really need to provide harassment training? Isn’t having an anti-harassment policy sufficient?

HR Answer:

While it’s definitely a great place to start, having an anti-harassment policy isn’t enough. It’s crucial to ensure that your entire team is on the same page when it comes to definitions, expectations, and consequences surrounding harassment in the workplace. Because harassment can look and feel differently depending on the situation and the context, you want to leave no room for misunderstandings or confusion – especially when trying to create a psychologically safe work environment.

Three Reasons Why You Need Harassment Training

1. It promotes and fosters a positive, inclusive, and diverse work environment. Harassment training helps to create a workplace culture that values respect, dignity, and inclusivity. It raises awareness about inappropriate behavior and ensures that employees have an understanding of the importance of treating their colleagues with respect. It eliminates confusion, helps educate and share perspectives that employees may not have experienced or had access to, and helps raise the value of all experiences in the workplace.

2. It can mitigate legal issues. Providing harassment training allows organizations to educate their employees about their rights and responsibilities in relation to harassment laws. This also provides an opportunity for everyone in the organization to have clear outlines of what is not acceptable. It’s part of the employer’s responsibility to create a safe workplace for their employees, and this is just one of many steps in doing so.

3. It can protect employees and promote a psychologically safe work environment. Harassment can have severe emotional, psychological, and even physical effects on individuals. By providing regular harassment training, organizations can aim to protect their employees from experiencing or witnessing such behavior by clearly outlining actions that are unacceptable in the workplace. Training provides employees with the knowledge and tools needed to identify, report, and address harassment more effectively and in a timely manner.

Keep the Training Going!

Between the 2018 and 2021 fiscal years, the Equal Employment Opportunity Commission (EEOC) received a total of 98,411 charges alleging harassment under any basis and 27,291 charges alleging sexual harassment. Since an employer can be held legally responsible for the actions of their employees, it stands to reason that every effort should be made to regularly remind employees of the expectations of their behavior, rather than assuming the training can be a “one and done” scenario.

So how can organizations continue the thread of anti-harassment throughout their organization?

  1. Start at the beginning of the employee life cycle. Include training on the types of harassment, the consequences of engaging in harassment, and the steps to prevent harassment to get new employees started off on the right foot, ensuring that they are familiar with what personal conduct will and will not be accepted in the workplace.
  2. Make sure you regularly repeat the training. Many organizations conduct annual education/training sessions that include harassment as part of the training. This is a great opportunity to refresh your employees’ knowledge of the subject matter and to further emphasize the company’s no-tolerance policy with regard to harassment.
  3. Be sure to review your anti-harassment policy regularly. Remember, the policy is still a great tool in your anti-harassment toolbelt. If you’re not sure where to start, the Society for Human Resource Management provides five ways to update and upgrade your current policy to make sure it’s in line with best practices.

Keep in mind, while federal law advises periodic harassment training, some states may require such training. For example, in California, employers with 50+ employees must provide two hours of sexual harassment training for supervisors every two years. Be aware of the specific requirements of your state or locale when it comes to harassment education for your employees.

Special thanks to Julie Schroer, SHRM-CP, for contributing to this edition of our HR Question of the Week!

Are you overdue on harassment or other annual training? Does your current training curriculum need to be refreshed to reflect changes in company policy or legal requirements? Strategic HR has the expertise and resources to help. Visit our Training & Development page to learn more.

What Are The Benefits of Providing a Mentoring Program?

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Young professional watching her colleague point to a whiteboardHR Question:

Our team members have been asking for additional development opportunities and a mentoring program has been suggested. What are the benefits of a mentoring program, and how do we implement one?

HR Answer:

The benefits of having a mentor can be immeasurable. Almost 80% of CEO’s say they had mentors throughout their careers which led to greater career success. Mentors can provide a different lens to see challenges through; they can also provide excellent advice on both professional and personal fronts – and where those fronts intersect.

Having a mentor can make a clear, positive impact on someone’s career. But what can a mentorship program do for employers, as well?

Benefits of Having a Mentoring Program

For Employees:

Both the mentee and the mentor can benefit significantly from a mentor program. The mentee is able to find guidance, increase their knowledge and their network, and have a trusted and tested ally to bounce ideas off of. For the mentor, this relationship can give them the opportunity to give back or to pay their success forward. Additionally, the mentee may ask questions of the mentor that prompt the mentor to re-evaluate or re-examine their own opportunities through a different lens.

In the end, both parties can benefit from a trusted partner, an honest conversation, and someone they know they can lean on in the workplace, creating psychological safety.

For Employers:

As the University of California, Davis illustrates, the benefits are not for the employees alone! By implementing a mentorship program internally, organizations can:

  • Increase retention by showing a commitment to growth, leadership, and continuous learning.
  • Maintain institutional knowledge and encourage knowledge transfer.
  • Foster an inclusive and diverse environment, improving their employment brand.

How to Implement Successfully

When implementing a mentoring program, follow the Society for Human Resource Management (SHRM)’s five-step plan:

  1. Establish requirements for participation from both groups.
  2. Establish specific activities and guidelines for the mentors.
  3. Acquire mentors and mentees.
  4. Match mentors and mentees.
  5. Monitor and evaluate the program during and after.

While each step is important in its own way, it is incredibly important to connect any activities, actions, or guidelines with your own goals for the organization. For example, do you have a goal of increasing retention and hiring from within? Make sure that you have activities related to how employees could see themselves growing in, up, and through the company. Is your goal to create a safe space and trusted ally between mentors and mentees for mental/physical health? Then make sure exercises, questions, and activities are geared toward building trust and open communication.

What Makes a Mentoring Program Excel

Meeting with your mentor on a regular basis with an outlined agenda will help you utilize your time wisely. Be prepared to talk about your goals and how you have moved the needle closer to the goal. What are the roadblocks you’ve experienced; how did you overcome them; how did you implement your mentor’s previous advice? You should talk about key takeaways and next steps for your next meeting.

When establishing a mentor program, make sure all participants are on the same page. When mentors and mentees aren’t aligned on desired outcomes, mentors might give advice that doesn’t match the situation, or mentees might feel disillusioned or frustrated. The partners don’t always have to agree – nor is each party always right – but setting expectations for open and respectful dialogue and honest feedback can be helpful for both sides.

Be sure to provide an out. If one party isn’t giving the amount of energy necessary for a successful partnership, or if roles aren’t being taken seriously, it’s important that everyone understands that the arrangement should only go on as long as both parties feel it is beneficial.

Special thanks to Tracy Walker and Sammie Kelly for contributing to this edition of our HR Question of the Week! 

Providing impactful training and development opportunities can be a key factor in attracting and retaining the best talent. Learn more about how Strategic HR can help you build the right training and development programs for your workforce. Check out our Training and Development page or contact us today to learn more.

How Do I Conduct a Training Needs Analysis?

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How to conduct Training Needs Analysis
HR Question:

My company is focusing on team member training for next year. To get this started, I have been tasked with carrying out a training needs analysis for all team members. What are the steps I need to take to accomplish this successfully?

HR Answer:

To begin with, let’s first understand what a training needs analysis is and how it can be crucial to the success of a training program. Consider a training needs analysis as a way to investigate and determine what your team members need to be effective in their roles, or what skills they might need to take their career to the next level.

Leadership may have some common training exercises in mind, or perhaps there may be training around compliance that’s required for your industry, but keep in mind that each team member will come to the table with a unique set of skills and experiences. It’s important not to assume that all team members will need the same training. So how do you effectively investigate specific needs?

How to Begin a Training Needs Analysis

To best determine what type of additional training exercises would be beneficial, all you need to do is ask! Create and launch an employee survey or a self-assessment. You can create an online survey or go the pen and paper route.

Questions to include in an employee survey:

  1. What kinds of training have you received in your current position?
  2. What type of additional training would be useful to create more value to the company?
  3. Are there any duties in your job description that you struggle with or feel unprepared for?
  4. Where do you see yourself in 5 years? What tools or training will help you get there?
  5. What are your learning preferences (large group training lectures, small group training discussions, hands-on learning opportunities)?

Finding out the answers to these questions is an important first step. However, there are other methods you can use including the suggestions below.

Additional ways to identify training needs:

  1. Talk to your supervisors and managers. What training are they currently conducting and how are they doing it? What training needs do they see?
  2. If a personal touch may generate more accurate results, consider meeting one-on-one with your team members or creating a focus group. Ask them what they need to be successful at their job and what training would help them elevate their careers.
  3. Review performance evaluations. Do not automatically concentrate on negative performance areas, consider additional learning events to help high performers keep excelling.
  4. If you conduct exit interviews, take some time to review them. Former members of your team may have given you excellent insight into training needs.
  5. Look for customer feedback. Have any customers made complaints? Do you have negative reviews online? Look for patterns in the comments that lead to gaps in training.
  6. Evaluate any new process or system at your workplace. Do you have a new phone system? Are you upgrading to new software or updating a current software version where technical training would be needed?
  7. Check to see if supervisors have made critical incident reports. Are there any written notes about employees who have either done outstanding work on an assignment or had a problem with an assignment or customer? Critical incident reports aren’t official performance evaluations, but they could be helpful to point out areas of weakness that need improvement.

Conducting a training needs analysis can lay a strong foundation for developing or revising your training programs. Conducting this analysis allows an organization to focus its efforts on areas of training that are necessary for employees to successfully carry out the organization’s goals, make optimum use of the company’s training dollars, and motivate employees by contributing to their career development.

Special thanks to Sherri Hume, SHRM-CP, HR Business Advisor, for contributing to this edition of our HR Question of the Week!

Training and Development of your employees is a key factor in remaining competitive. Not only does it keep you up to speed with your competitors, but it also gives you the edge when recruiting or retaining employees. Strategic HR has experience in training needs analyses and developing training programs to keep you on the leading edge. Visit our Training and Development page to learn how we can assist you with your training and development.

Four Tips for a Successful Coaching Session

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Photo of Manager and Employee in Coaching Meeting

HR Question:

I’m a new supervisor, and one of my team members has been having some performance issues on the job. It’s up to me to coach them, but this is new territory for me. How can I make sure that we both have a successful coaching session?

HR Answer:

Coaching, when delivered poorly, can be uncomfortable and result in more conflict than necessary. But effective coaching, when delivered in a thoughtful and professional way, can improve job performance as well as job satisfaction and commitment – feelings that are crucial to retaining talent in today’s market.

Coaching is important for a number of reasons including:

  • It allows you to improve or correct behavior. Good and effective coaching allows you to steer employees in the right direction before they get too far off track.
  • It can build positive rapport between leaders and team members. Studies show that poor leaders are one of the most common reasons employees leave an organization. Engaging with your team members, building rapport, and showing a genuine commitment to their growth, development, and overall success can go a long way in retaining your talent.
  • It is a teaching opportunity. Coaching should not be approached as a punitive experience, rather it should be driven by the goal of helping employees to learn and develop skills or behaviors that result in positive outcomes. If you create a team environment that values and rewards individual growth and development, your employees are more likely to be growth-focused and open to coaching opportunities.
  • Coaching one employee can help to retain many. Providing effective coaching for one employee not only helps them to improve, but it can also help your whole team. For example, if you help one employee to modify their approach or behavior that impacts others on the team, your efforts can result in better team relations and a more productive work environment overall.

Your ability to lead effective coaching sessions can be integral to the success and retention of your team, so you will want to take the right approach. Below are four tips on how to facilitate a successful coaching session.

1. Deliver Coaching One-on-One

For the best results and individual growth, coaching should be delivered one-on-one. Coaching to the individual, rather than a group, can help the employee feel respected and valued. We also recommend addressing opportunities for growth or behavior modification in a timely fashion so you can help to set the employee on a better course as soon as possible. This also allows you to strengthen individual employee engagement and morale. One-on-one conversations can give you an opportunity to get to know employees better – such as their styles of work, their goals, or what motivates them.

2. Make it a Conversation

Coaching should not be an intimidating, formal process of criticism. Rather, it can (and many times, should) be an informal process that can happen naturally in the moment. If the issue continues without improvement, then you can implement a more formal process to address it.

Successful coaching should be motivational and in the best instances, lay the foundation for a positive relationship if the feedback is delivered with concern, care, and the person’s best interests at heart. Approaching coaching as a conversation can improve relationships as it feels more collaborative and more open for discussions rather than telling and demanding.

A common mistake some supervisors and managers make in coaching is assuming that they know what the problem is. For example, what if you have a team member who has consistently been late? Rather than assuming the person is too lazy to get up on time, try sitting down together to understand the root of the issue. By having a conversation, you might find out that it’s not a matter of motivation. Instead, it’s because the first bus of the day gets them to work 5 minutes early – but only if it is running on time. Through this conversation, you can understand the root cause of the problem and then set reasonable goals together.

3. Set Attainable Goals

You might associate goal setting with formal performance reviews or other milestones throughout the year. But coaching conversations provide opportunities to set smaller, attainable goals together to show the impact that small changes can make throughout the year. During your coaching conversation, review the playing field and find small goals that could make a positive impact toward a larger, positive change. For example, as in the situation above, perhaps you could consider pushing the person’s start time back by half an hour (making allowances for the bus schedule) to increase on-time attendance for the rest of the month.

Have the conversation together, agree on the desired outcome, and once those goals are set, encourage and provide positive feedback. Don’t just “set it and forget it,” but help the team member problem solve and adjust if necessary.

4. Celebrate!

Review the progress regularly and CELEBRATE. Progress made toward goals often goes uncelebrated and unrecognized. Bringing positive attention toward positive steps forward can encourage and motivate team members.

Coaching takes time and effort. While it would be easier to just let things slide – immediately recognizing and addressing a coaching moment can make a positive impact on an individual and a team’s overall performance.

Thanks to Cecilia Vocke, MS, SHRM-SCP, SPHR for contributing to this edition of our HR Question of the Week. 

Are you looking for a retention method that will also bolster your productivity levels and bottom line? Let Clark Schaefer Strategic HR help create and implement your ideal retention strategy via training and development. Visit our Training and Development page to learn how we can help you implement a successful training session.

Four Ways to Improve New Hire Onboarding and Training

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Photo of a new employee shaking hands during onboarding

HR Question:

Currently, our onboarding includes completing new hire paperwork, going over our company history and policies, ensuring they have the necessary technology tools, and having them meet with select employees to learn what they need to learn to hit the ground running. What else should we incorporate to improve our new hire onboarding and training?

HR Answer:

It sounds like you’re off to a great start. Just to be sure that you’re covering the basics, you should check out these key components of an onboarding plan. To move beyond the basics, I’m going to offer four additional, yet sometimes overlooked, ingredients that can greatly improve the effectiveness of your new employee onboarding:

1. Plan the Right Duration for Onboarding

Developing a solid understanding of how an organization operates, as well as understanding the significance of an individual’s role within it (all while building long-term work relationships), takes time. In some organizations, employees are provided one to three full days of onboarding during their first week. In these situations, they typically review and complete new-hire paperwork and benefit plan enrollment forms, review the safety, health, and security components of the job, and complete any other critical training to be able to hit the ground running. However, is this sufficient onboarding to create a long-term employee? Adult learning research would suggest that it isn’t enough.

Effective adult learning practices must provide opportunities for observation, asking questions, and putting facts, ideas, and experiences together to derive new meaning. This can take time, especially when your goal is to develop a clear understanding of company values, culture, and team cohesiveness and effectiveness. So, if you’re looking for ways to improve your onboarding process, be sure you allocate an appropriate amount of time to the process.

We recommend breaking the new employee learning process into two phases: 1) Employee Orientation and 2) Employee Onboarding.

Employee orientation may take place during the first week of employment and include a company tour, introductions to key staff, new hire paperwork, and cover the basics of the new worker’s job, payroll, benefits, company policies, and safety.

Employee onboarding may start within the employee’s first week and take place over several weeks or months, depending on your goals.  In the course of onboarding, you may focus on company culture, values, and team development by having the new hire meet one-on-one with team members to learn about various functions within your organization and how they will play a role in them. You may provide additional specialized training to ensure your new employee is set up for success in their position.

Keep in mind that the volume of new information can be overwhelming for new employees, so you should prioritize and plan appropriately for what information, training, and experiences they need to have from the beginning versus the weeks or months down the road.

2. Design Training for Different Learning Styles

Adults have different preferences on how they learn known as learning styles. Although you might be inclined to develop training based on how you learn best, a valuable way to improve your onboarding and new employee training is to keep your employees’ needs and learning preferences top of mind. A common model for learning styles is the VARK Learning Model which illustrates four key ways that people prefer to learn:

Visual Learners – Prefer to see information. They learn best if they are shown pictures, charts, graphs, or videos to learn important information and details.

Auditory Learners – Prefer to hear the information rather than see it. They prefer to ask questions and repeat back what they have learned.

Reading/Writing Learners – Prefer detailed, written instructions with opportunities to add notes and highlights. They learn best by writing things down to process the information.

Kinesthetic Learners – Prefer to learn by doing. They learn best when they can do “hands-on” work or try to complete a project or task even if it involves trial and error.

Many people actually prefer a combination of these learning styles to meet their learning objectives. Recognizing this can help HR and/or supervisors to tailor their training to each individual. Training Magazine recommends using a differentiated training approach designed to accommodate the different ways that employees learn – ensuring that everyone has an equal opportunity to learn. HR professionals or supervisors can discover employee learning styles by simply asking them how they prefer to learn new information. If you’re providing training for a group, be sure to incorporate a multi-faceted approach.

3. Incorporate Coaching and Mentoring

A supervisor must provide ongoing and frequent coaching to ensure that knowledge and skills are transferred effectively following training. In addition, assigning a “mentor” or “buddy” can provide a huge boost to a new hire’s onboarding and long-term experience in your organization.

Generally, the role of a mentor is to offer the new employee a connection to someone who can guide him or her but is not in a position of direct authority over the new hire. The Business Journals touts the importance of mentors recognizing how they help new employees to quickly apply their new skills while also relieving some of the new employee’s anxiety.

Mentors may be paired with a new employee for as little as a day or as long as a year, depending on the length of the onboarding program. Their responsibilities may range from providing practical information such as directions to the restrooms, cafeteria, or parking places, to helping the employee understand the nuances of working in the organization. Mentors can also help to make meaningful connections within your organization and answer questions that the new employee may not feel comfortable asking of their supervisor.

4. Evaluate the Effectiveness of the Onboarding Experience

The best way to know whether your onboarding experience is truly meeting the needs of your new hires and your organization’s goals is to ask those who were involved. At a minimum, the new employee should be asked how their onboarding experience is going and whether there are components that should be added, removed, or tweaked. They are likely to provide great ideas for how to improve the onboarding process.

Verbal evaluations can be accomplished between the new hire and their supervisor during our recommended touch bases after 1 week and at 30-60-90 days from the new hire’s start date, or you can choose to ask for feedback via email or other internal communication software/tools. You should also solicit feedback from anyone who was involved with facilitating training and/or serving as a mentor.

No matter what method you choose, it will be important to get feedback from those who are involved in your onboarding process to ensure that it is meeting the employees’ needs and expectations as well as organizational goals.

Thank you to Terry Wilson, SPHR, SHRM-SCP for contributing to this HR Question of the Week.

You need your new hire’s onboarding and training to be an excellent experience. Because let’s face it, in this labor market, you can’t afford for it not to be. Strategic HR can provide the support you need with all of your Training and Development goals. Contact us to see how we can help.

How to Re-Energize Your Team Through Training & Development

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HR Question:

I’m concerned that our employee morale and engagement are waning. How can we re-energize our team through training and development with a limited budget?

HR Answer:

We’ve seen it all around, and you’ve likely felt it yourself – COVID fatigue, Zoom fatigue, general fatigue. Let’s face it – we’re all tired in some way, and we could use a rejuvenation! Your employees are no different. Now is the time for HR professionals to grab their favorite caffeinated beverage and get back to dusting off the basics to re-invigorate employees through training, development, and engagement initiatives.

In its first several months, the pandemic required all organizations to go into crisis management mode quickly developing and implementing training to address the crisis at hand. Now that organizations have completed the critical just-in-time training of new COVID procedures and protocol, leaders can shift their focus back to key activities that may have fallen by the wayside – namely, training and development opportunities for the purpose of enrichment.

How Training and Development Can Help with Retention

Well-designed training and development activities can help employees:

  • Learn and grow in their current role to maximize their performance
  • Develop the skills necessary to prepare for the next level of their career
  • Stay engaged and invested in your company

It’s not surprising that LinkedIn’s recent Workplace Learning Report found 94% of employees say they would stay at a company longer if it invested in their learning and development. In order to attract and retain key talent – particularly during times like this when many are feeling tired and disengaged – savvy business leaders will continue to invest in their employees’ training and development. Reaching out and making sure that your employees know that your organization cares about and is committed to fostering their skills and career development can be a valuable retention tool.

Include Your Employees From the Start

If you haven’t already done so, we recommend that you conduct a Training Needs Analysis to identify what types of training would be beneficial for your organization as a whole, in addition to assessing development options for individual employees.

When considering new or unique training and development opportunities, you may find a greater return on investment by asking the employees who will participate in those programs to share their thoughts on what training is needed. Connecting with your team and considering their suggestions for training and development content, as well as their preferred ways to learn, can be a great way to ensure that the training will be on target for what employees want and need. Plus, it can re-engage them in their current positions and stimulate their career growth interests.

Refresh Your Training Messaging

In most cases, much of the training messaging employees have heard over the last several months has been focused on how to get their work accomplished amidst the pandemic – i.e., how to work effectively from home, how to protect yourself should you come into the office, etc. As a result, it’s possible that employees have become desensitized to the tone and messaging surrounding training information. It may feel like something they simply “have to do” rather than something they might actually want to do.

Take this opportunity to re-adjust employee expectations and priorities by shifting your training focus and communication. By placing emphasis on their own growth and development, your new training messaging can offer employees the opportunity to re-engage with your employer brand, help them re-align their goals in a COVID world, and refocus their attention on their own growth and development.

Low-Cost Training and Development Opportunities

A tight budget doesn’t have to be a barrier to ensuring that your employees get the training and development they need to grow and to feel valued. Once you understand the necessary training and development programs to offer, start your search for training resources by reviewing your internal talent. Is there an opportunity for one of your high-performing employees to train their peers on a certain task? Could you further develop an individual’s presentation and leadership skills by empowering them to train others? By tapping your own team members on the shoulder, you may discover opportunities to further both training and development without the need for external sources.

Another opportunity can be using an internal mentoring program. Mentoring is a cost-effective way to develop your workforce by pairing your more experienced employees with the newer, less experienced individuals. This can provide a meaningful learning experience for both regardless if they’re working remotely or on-site. The newer employee can learn job-related skills and strategies, while further immersing themselves in the company culture. The more experienced team member may benefit from the fresh knowledge from a recent graduate or a peer who brings experience from a different organization. Both employees have an opportunity to understand what the other’s goals and aspirations are, building stronger relationships within the team.

For additional low-cost training and development ideas, check out our previous article for suggestions that work well for both remote workers and those on-site.

Employee Rewards That Don’t Break the Bank

Particularly at a time when employee morale and engagement is down, it’s important to look for ways to help employees feel good about the work that they do and the valuable role that they play in your organization. If part of your employee engagement strategy is to offer meaningful training and development opportunities, consider linking those with rewards for those who either step up to provide training or mentoring as well as those who complete training or development milestones.

Obviously, your employee rewards can reach far beyond recognizing those who are involved with training and development. To continue to support and boost morale, explore ways to recognize your staff who go above and beyond. It’s amazing what a difference you can make in someone’s life by simply showing appreciation for their hard work and effort.

As with training, there are plenty of no-cost or low-cost reward options. For example, you could share shout-outs during virtual meetings or in company newsletters, award an extra hour or day of PTO, give gift cards to local businesses, restaurants, or delivery services – all of which can be awarded to shine a spotlight on the good that employees are doing in your organization. Even something as simple as a public “thank you” during team meetings can show an employee that their efforts are noticed, valued, and not merely expected. Better yet – ask your employees how they would like to be rewarded. You can set cost parameters on this if needed, but employees will appreciate the chance to choose rewards that are individualized for them.

Many employees could use a boost right now, and there are no better folks to lead the charge than HR. If you can help to re-energize your employees, not only will they feel better about themselves and the work they’re doing, but you will too.

 

Thank you to Jeff Rouse, MSOL and Melinda Canino, MS for contributing to this edition of our HR Question of the Week!

Is training your employees a goal for 2021? Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training & Development page to learn how we can help you implement a successful training session.

Characteristics of Strong Leadership During COVID-19

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HR Question:

As a result of COVID-19, many business leaders will be put to the test as their businesses have had to stop, reassess, pivot, and restart parts of or all of their operations in a flash. What are some characteristics of strong leadership during COVID-19?

HR Answer:

During a crisis, leadership characteristics and values are really put to the test. In the last two months, leaders have been thrust into a challenging and unprecedented landscape that is difficult to navigate – even for the best. And it won’t stop now. The COVID-19 pandemic has been especially chaotic due to the quick decision making and response times required to overcome unfamiliar obstacles while meeting the needs of employees, customers, partners/vendors, and more. These are unchartered waters. There is no playbook. We’re learning and innovating as we go. So, what does it take to be a successful captain?

There are many characteristics that can make a strong leader, but there are five in particular that can set managers and executives up for success. By activating the below strengths in your work and daily life, leaders can help their teams and their companies navigate these choppy waters.

Characteristics of Leadership During COVID-19

Agility and Adaptability: The willingness and ability to change quickly and easily. To be able to shift to new or different ways of thinking. If there is one skill set that we all have had to rely on the most during this time, it is this one. By remaining agile and flexible as new challenges come about, leaders have been and will be able to see creative, innovative, and potentially unexplored solutions to meet the opportunity head-on. Which leads to the next characteristic…

Creativity: The ability to invite and be open to the perspectives and viewpoints of others to solve a problem or bring a vision to fruition by asking questions.  Many of the problems or challenges that leaders are facing at this time are challenges because we, as a business society, have not had to face them before. Employees have not had to create DIY workspaces within 24 hours’ notice. IT departments have not had to ensure the cyber safety of an entire department or company while turning on a dime. And leaders have not had to quickly learn how to lead a remote team, manage productivity, and still ensure deliverables are completed while trying to balance a nose-diving economy. The need for creativity and the ability to see other viewpoints allows leaders to create a landscape that is manageable for both themselves and their employees.

Visionary: Seeing and planning a future state using the data at hand and forecasting possibilities. Sharing the vision with others and inspiring action toward it.

Bravery: Facing the challenge or difficulty head-on. Speaking up for what is right during opposition and is not afraid to admit when they don’t know the answer. To say that this pandemic has required a certain amount of bravery would be an understatement. Many leaders have found themselves needing to make difficult, potentially unpopular decisions to ensure the survival of their business and the safety of their team. Those decisions require a sense of bravery, as leaders often open themselves up for further criticism. Maintaining a brave face (even if you don’t always feel that way) can instill the necessary confidence in your team to keep moving.

Humor: Bring on the fun! The ability to bring laughter and light-heartedness to a situation is important. As anxiety and stress are heightened for most (if not all) employees at this time, the ability to appropriately infuse humor into a tense situation can be integral to keeping a team moving forward.

While these characteristics might be behaviors you bring to the table, it’s important to discern whether they are top strengths that you easily and consistently apply, or if you only use them once in a while. In times of stress, this answer becomes evident based upon your reactions. Were you, as a leader, able to remain creative and explore new solutions? Are you able to maintain bravery, even when many future events are uncertain?

Consider using this time for self-reflection awareness and determine development opportunities to further engage your top strengths. Ask yourself, “How will this crisis make me better?” and “How can I best help others during this time?” as a guide. Be a model of self-care and self-awareness for your team members, so the entire team can be resilient through the storm you’re navigating together. Additionally, invest in developing these strengths and values over time to optimize your effectiveness. This challenge, unique and unprecedented as it may be, can help you continue to mold and practice many of the characteristics that you will need to succeed.

And as with any self-awareness and development activity, it’s important to get feedback from the team on how you and the rest of the team are doing in applying these strengths. Designing and conducting a quick survey will help gather these insights. Additionally, Gallup created this quick audit to help leaders determine if their leadership approach through COVID-19 is meeting the needs of their team members.  An HR Professional or Leadership Coach can help with the execution of an assessment, survey, and development plan specifics to support your growth in leadership effectiveness through COVID-19. Ensure the captain(s) are taken care of during this time to effectively steer the ship into the “new land of opportunity.”

 

Executive/Leadership development will impact the bottom line for your business. It’s more important than ever to optimize your operations during the pandemic. Strategic HR can help with your leadership and HR strategy through COVID-19. For more information, please visit our HR Strategy and Training & Development pages, or simply contact us – we’d love to hear from you.

How to Offer Training & Development for Remote Workers

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HR Question:

At a time when we have so much of our workforce working remotely, we want to ensure that we’re keeping them engaged and moving our business forward. We want to offer training and development options, but we have a limited budget and we’re not sure where to start. Can you help?

HR Answer:

With the recent dramatic rise in remote workers, many organizations are grappling with how to engage and continue to develop their workforce. There are several good options- even with a small budget. To get started, you will need to determine what training and development are needed. Conducting a training needs analysis can identify gaps.  According to the Society for Human Resources Management (SHRM), a training needs analysis, “involves collecting information to determine if a training need exists and, if so, what kind of training is required to meet this need.” Through your analysis, you should seek to understand why the need exists. Sometimes, the problem may not lie in a lack of training provided, but it could shine a light on ineffectiveness in your training. Or, you might learn that a worker has indeed received training, but they haven’t put the training into practice. In that case, you may want to consider tying training completion and new skill implementation to compensation and/or performance management.

As you identify development needs, be sure that they align with organizational goals. This typically involves reviewing each employee to assess any gaps in skills and knowledge. It’s important to consider organizational goals as well as employee goals and any potential succession plans when conducting this review.

Once you have identified training needs, then you will focus on how to meet those needs. This can be accomplished in many ways, but here are suggestions for a few places to start:

  • Lunch and Learns – Is there someone on the team with the knowledge you need that can conduct a training session for the team? This can prove to have value in a number of ways. The employees needing training will gain knowledge and feel valued that your company cares enough about them and their professional development to provide the training. The employee who conducts the training gains valuable experience presenting effectively and also feels recognized for having that knowledge. Best of all, this can be conducted remotely on a web conference system like Zoom or GoToMeeting.
  • Mentoring and Shadowing – This option again leverages the existing knowledge of your current employees. It is important to set expectations for both the mentor and the mentee to obtain buy-in and establish lines of communication. For the individual being mentored or who is shadowing, this option provides very specific job and company-related training they may not get through an outside source. This is also a chance for the mentor to be seen as a leader and to further develop their coaching and communication skills. Encouraging the mentor/mentee to connect weekly using web conference tools will help build the relationship and the benefits.
  • Professional Organizations – Industry or occupation related professional organizations can be a great resource for information, resources, and training. Many organizations offer live training sessions or webinars that are often included in a membership, in addition to online resources and newsletters/publications. Many organizations are offering a mix of live webinars and online programs.
  • E-Learning – E-learning can be another cost-effective training option. E-learning can be a great tool because the employee can often complete it at their own convenience. Most virtual platforms offer cell phone applications that allow the employee to complete training from all locations.
  • On-the-job Training – Look for organic opportunities within the organization to use a project as a learning opportunity for employees. Again, you can leverage email, text, phone calls, and web conference tools.
  • Cross Training – Cross training has numerous benefits for the organization. Individuals seeking professional development are gaining knowledge. Those who serve as trainers are recognized for their knowledge on the team. Also, employees feel valued that the company is willing to invest in them.  On an organizational level, having employees cross-trained provides value and flexibility based on workload and needs.

For additional low-cost training and development options, check out this Forbes article. Keep in mind as you research and explore training options, it is always essential to consider the return on investment. While it may seem that there are minimal out of pocket expenses, there is still the investment of your employees’ time.

In today’s workforce, the opportunity to learn is essential to maintaining and retaining an engaged workforce. With a little creativity and a close look at the knowledge base available, any size company can provide effective and remote professional development.

 

Whether you are looking for e-learning opportunities or live training provided in-person and/or virtually, Strategic HR can help!  We offer e-learning and online training helping you to create a safe and respectful workplace. In addition, we provide customized training to support and develop supervisors/managers, organizational culture, and emerging issues in the workplace – each designed to meet your desired goals and outcomes. If you would like more information, please contact us for customized training.

Four Inclusive Decision-Making Principles

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Creating a Customer Service Culture

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Question:

Being in a service-based industry, I have heard some complaints about poor service from my clients and customers. How do I create a great customer service culture?

Answer:

Customer service is the cornerstone of any business, but it is especially important in a service-oriented business. Customer engagement and satisfaction have more impact on your business success than any advertisement or marketing campaign could ever hope to have and it all comes back to creating a team of customer service advocates. Remember, every employee has a customer they are servicing whether it is an external customer or internal. So, it is important that all employees receive effective customer service training.

You’ll need to set the expectation of how your business expects employees to treat their customers.  On a given day, some of the customers we serve are an absolute pleasure. Others can be extremely frustrating. Both types of individuals deserve the best possible service your employees can provide. The training you provide your employees, will help prepare them for both types of customers.  Key topics you’ll address include:

  • Why is exceptional Customer Service so important?
  • What is each of our role in Customer Service?
  • Who is the customer? What do they want?
  • What are the basics of Customer Service?
  • How do you handle issues with tact and diplomacy?
  • Discussion or role play industry related scenarios.

Training your employees is important to ensure everyone is working off the same playbook and has the tools and resources to do it.  But you also should evaluate if you have a culture that supports customer service and are you recruiting individuals that have a customer service mindset?

It starts with creating a culture of outstanding service by emphasizing the mission of the organization and making the mission people focused instead of product/service focused. Employees who look at each of their actions as being an essential part of the whole organization’s success and mission, feel more fulfilled and that carries over into stronger customer relationships.

Next, when hiring, you want to focus your interview questions and candidate screening on previous roles and responsibilities that demonstrate empathy and patience, being flexible and adaptable for client’s needs, feeling confident in their expertise to explain the company’s product or service and always be able to have positivity under pressure. Focus on candidates who can show you that they have taken the time and made the effort to learn the business and their customers in their previous roles. Ask for specific examples of times when a candidate delivered excellent service; focus on the details of their answer and the effort that was required to meet their customer’s needs. Then once hired, you can provide them with training on how you expect them to provide customer service and educate them on your business and services. With the right background and attitude, your training will be more successful.

Lastly, make sure your team knows that you are there to support them so they can help you maintain the culture and level of service that you have worked so hard to cultivate. Build rapport with your team and meet regularly, whether that is for a brief one on one or a daily team meeting or a quick huddle. Constant positive emphasis on the mission and values of the organization will create a ripple effect and carry over into all other areas of your organization including customer interactions.

Training and Development of your employees is a key factor in remaining competitive. Not only does it keep you up-to-speed technologically with your competitors, but it also gives you the edge when recruiting or retaining employees. Strategic HR has experience in developing training programs to keep you on the leading edge. Visit our Training and Development page to learn how we can assist you with your training and development.

 

Selecting a Learning Management System (LMS) for Your Organization

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HR Question:

My company has been considering adding a Learning Management System (LMS).  What do I need to consider to select the best LMS for my organization?

HR Answer:

Selecting an LMS for your organization can be a big decision and requires a lot of research.  There are many issues to consider to adding an LMS to your organization before you make that final decision. Here are some key steps to follow to evaluate what you need to do and who to include in the decision:

  1. Define the purpose of the LMS. Before you begin the process of reviewing LMS for your organization, know your objective. Given that there are so many LMS’ on the eLearning market today, finding the best one for your company doesn’t seem to be an easy task. In fact, selecting the best Learning Management System for your company’s training needs can take a great deal of time and money. There are so many things to keep in mind, such as whether or not the LMS has the features you’re looking for, or if it’s going to fit into your company’s training budget.
  2. Review what you are already using. Evaluate your current training programs and methods.  What is working or what improvements are needed for the development of your employees. What is missing? For example, do you want the LMS to be part of the onboarding process? Knowing what you have and what you are missing before searching and reviewing options will be key to making your selection.
  3. Who are the stakeholders? These are key individuals who will need to be involved in the decision-making process. Knowing these individuals will make the selection process easier and quicker. Think about who may be impacted by the decision and implementation of the decision – IT, Finance, Training.
  4. Who is the audience?  You must understand and know who the learners are and what their needs are. Take a poll of current employees and managers to know what their training needs are.
  5. Check compatibility with current technology. Make sure to include IT in the discussions regarding compatibility with your current technology.  IT will need to be involved to help troubleshoot and implement the LMS into your organization.
  6. Ask for a demo. Always ask for demo and to try before you buy. You are making a huge investment, so have key players in your organization check it out before implementing into your entire organization.
  7. Make your decision. After narrowing your list, make your decision on which LMS will be the best fit for your organization’s training needs.
  8. Implementation. One final step to keep in mind in the decision-making is the implementation required.  What resources will you need to set up the new system and transfer your current data?

There are so many options out there, so be sure to ask others for referrals who they are using and then make sure to vet the solution so it will align with your company’s mission and values. According to the eLearning Industry, online eLearning is no longer a fad but becoming a key tool to upskill their employees as quickly and efficiently as possible – and the industry is growing all the time! Good luck in making your selection to better develop your employees!

Training and Development of your employees is a key factor in remaining competitive. Not only does it keep your up-to-speed technologically with your competitors, but it also gives you the edge when recruiting or retaining employees. Strategic HR has experience in developing training programs to keep you on the leading edge. Visit our Training and Development page to learn how we can assist you with your training and development.

What Is a DiSC Assessment and What Is It Used for?

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Question:

I keep hearing people mention the DiSC assessment. What is a DiSC Assessment and what is it used for?

Answer:

DiSC is the leading personal assessment tool used by over 1 million people every year to improve work productivity, teamwork and communication.  This assessment is used worldwide in thousands of organizations of all sizes, major governmental agencies, non-profits, and Fortune 500 companies. The DiSC assessment:   

  • Acts as a springboard for conversation and team building
  • Improves employee and workplace communication
  • Helps you to understand people who aren’t like you — or are too much like you
  • Reduces conflict and avoids misunderstandings

If you participate in a DiSC program, you’ll be asked to complete a series of questions about your everyday typical behavior. This assessment produces a detailed report about your personality and behavior. 

DiSC also provides a common language that people can use to better understand themselves and to adapt their behaviors with others — within a work team, a sales relationship, a leadership position, or other relationships.

Uses of DiSC products include:

  • Leadership & Executive Development
  • Management Training
  • Sales Training
  • Conflict Management
  • Teambuilding
  • Customer Service
  • Communication
  • Job Coaching

DiSC profiles help you and your team:

  • Increase your self-knowledge: how you respond to conflict, what motivates you, what causes you stress, and how you solve problems
  • Improve working relationships by recognizing the communication needs of team members
  • Facilitate better teamwork and teach productive conflict
  • Develop stronger service skills by identifying internal/external customer styles
  • Manage more effectively by understanding the dispositions and priorities of employees and team members

Strategic HR inc. has a team of trained facilitators that can work with you to integrate DiSC into your talent development programs.  Let us know what you need or if you have any other training needs by visiting our Training and Development page to learn how we can help you implement a successful training program.

Thank you to Sandra Vogel for writing this week’s article. Sandra is a Global Talent Development Facilitator, Coach, and Speaker and owner of Vogel Class Concepts, Inc.  To contact Sandra, her number is (513) 932-9439 or at sandravogel10@gmail.com.

 

 

How Do You Reinforce What Was Learned?

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Question:

We’ve just sent several of our managers to training.  How can I reinforce that training, now that they are back on the job, to make sure it sticks?

Answer:

You’re smart to be proactive. Too often, we hear, “I sent my employee/manager to training, and I don’t see that their behavior has changed at all.” Unfortunately, many organizations leave it completely on the employee to incorporate what they have learned, with no support from their manager or the company. According to a survey done by Training magazine, training expenditures in 2018 were $87.6 billion.  This was actually a decline of 6.4 percent, but still a significant amount of money. Companies spent an average of $986 per learner.  It only makes sense to want to see some return on that investment.

Yes, the employee needs to take ownership to incorporate training in their day to day, however, the manager and the company need to support these efforts.  Some things to consider that can help keep what was learned top of mind:

  • Using what communication tools are available (meeting, intranet, email newsletter, etc.) and have the employee share with peers what was learned, including a couple specific takeaways.
  • If a group of employees were trained, conduct a regular roundtable or brown bag lunch to share how they have applied the concepts incorporating what was learned or brainstorm solutions to a challenge that has come up.
  • Share relevant articles to reinforce what was learned and build on what was discussed to keep top of mind.
  • The manager can incorporate concepts learned into coaching of the employee.

Oftentimes, we feel that since the employee had the training, they should know how to do it. Training isn’t a miracle cure. A key for training to “stick” is to reinforce it on a regular basis until it becomes rote.  With the significant amount of money spent on training, follow up and reinforcement are critical to seeing the return we want.

Is training your employees a goal this year? Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training & Development page to learn how we can help you implement a successful training program.

 

Key Components of an Onboarding Plan

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Photo of a new hire meeting their team during onboarding

HR Question:

We’re a small company, but growing quickly. We don’t have a formal process for onboarding yet. What are the key components of a good onboarding plan?

HR Answer:

In this tight labor market, anyone who is responsible for hiring new talent understands how difficult it is to find the right person with the right skill set to meet your needs. Many companies have had to review and dramatically modify their recruiting approach to create a candidate experience that attracts the best talent. Once you find the right candidate, you certainly want to do all that you can to keep them! Having a well-designed and well-executed onboarding plan will allow you to build upon a great candidate experience, and it is a key step to retaining your new employees.

A great way to determine the important components of an onboarding plan is to ask the target audience – the new employees. According to BambooHR’s employee onboarding survey, here are the top four things that employees value the most in their first week:

  1. On-the-job training (76 percent)
  2. Review of the company’s policies, such as dress code, time-off policy, etc. (73 percent)
  3. Review of administrative procedures, such as a touring the facility and setting up their work station (59 percent)
  4. Assignment of an employee “buddy” or mentor (56 percent)

Onboarding – What To Do Before The First Day

Your onboarding efforts should begin from the moment that an employee accepts an offer and reach far beyond completing the required employment paperwork. Here are a few things you should address before your new employee’s first day:

Good communication is key!

Encourage your new hire to ask questions- even before they start. By addressing employee questions before their first day, you can help to ease their concerns and make for a smooth transition into your company. Also, be sure to answer their questions promptly.

Introduce the employee to staff BEFORE they start.

Ask the new employee to provide some information about themselves along with a photo that can be shared with the current staff before their arrival. This makes it easy for your team members to make connections with your new employee right from the beginning.

Prepare their workstation.

Although the work area may look and feel different depending on the nature of the employee’s role, it should be clean and have all of the equipment they need (i.e., desk, chair, phone, computer, printer, etc.) in a state that’s ready to use. Remember that small personal touches (i.e., welcome sign at their work station, welcome card from their manager/team, desk plant or small gift, etc.) can go a long way to helping your new employee to feel welcomed and valued.

Have technology and related resources ready.

Ensure that their computer is ready with all the necessary software and email already set up as well as their phone and any other equipment they might need so they can hit the ground running on their first day.

Assign a Mentor/Buddy.

Choose someone who will be a positive and helpful resource who knows the company and the nature of the new hire’s job well so they can effectively answer questions. If you don’t already plan to have a group lunch on the employee’s first day, an alternative could be to have their mentor take them to lunch. You should clarify the expectations of the mentor ahead of time and determine a minimum duration for the mentor relationship.

Create an on-site employee onboarding plan.

It’s helpful to develop a checklist to ensure that you include all of the necessary paperwork, company background information (history, culture, etc.), employee handbook, and training that the new hire should receive. This checklist can also help you to determine who needs to be involved in the onboarding process and related training allowing you to ensure these individuals are prepared and ready for when they are expected to meet with your new employee(s).

Develop a list of actions that your new employee(s) should take within the first week and at 30-60-90 days so they can understand and meet your expectations. Be sure that you (or their supervisor) schedule check-ins on these items so you can help your new employee to stay on track and make adjustments as necessary.

Train your team to be good hosts.

Beyond providing the “nuts and bolts” in your onboarding, remember that your new employee is probably nervous and looking to feel accepted and connected to your company. By following the spirit of being a good host (i.e., encouraging staff to greet the new employee, providing opportunities to make connections with their team members in their early days, allowing ample time for their questions and feedback, etc.), it can make the beginning days/weeks much more comfortable and enjoyable leaving a positive impression on your new employee.

By taking the time to develop a solid onboarding process, you provide a great foundation on which your new employees can build their career with your company. By making their first days/weeks/months a positive experience, you will also dramatically increase their productivity, engagement, satisfaction, and retention with your company.

Providing the right onboarding support and training for new employees to have a smooth transition into your organization is a key factor in employee retention. To remain competitive, companies need to continue to provide meaningful training and employee development. Strategic HR provides a variety of resources to offer you the best in training programs to keep you on the leading edge. Visit our Training and Development page to learn how we can assist you with your training and development, or contact us. 

How Training & Development Programs Can Reduce Potential Turnover

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Question:

With our low unemployment rates, it’s becoming increasingly difficult to find and keep skilled workers. What are some things I can do from a training and development perspective to reduce potential turnover?

Answer:

You’re smart to be concerned, and even smarter to take a proactive approach.  Training and development is a key component to your retention strategy.  Too often employers see training and development as a flexible benefit.  During tough times, training and development is often cut back or eliminated.  And, during busy times, organizations often find there isn’t enough time for training. However, one of the top reasons employees are leaving organizations is a lack of growth and development.  So, now is your chance to show your commitment to those employees through training and development, which should help reduce potential turnover.

This starts with a dialog with employees and managers.  Some tools that will help you gain insight include:

  • Poll or survey your managers and supervisors as to where they see training needs, both by department and by individual.
  • Conduct employee opinion surveys and focus groups.
  • Talk with employees one on one to discuss on their interests career goals.

Using these tools, will provide you with ideas and suggestions for training and development in your organization.  Some of the possible solutions may include:

  • General training across the organization (i.e. customer service, new technology)
  • Identification of external training or certification options
  • Succession planning and emerging leader programs
  • Development of a robust performance management system
  • Supervisory training
  • Company-wide training event – such as team building
  • A formal career development program
  • Mentoring, both the mentor and mentee grow and develop

All of these strategies, if they support the insights you gained in your conversations with the employees and managers, will help you demonstrate your long-term commitment to the employees and their careers.  Your budget may dictate what approach you take, but not every option has to be costly.  For example training can be done internally, conducted by the resident expert.  Even mentoring is another low-cost way to engage employees, in a win-win environment.  The mentor feels recognized for his/her experience and expertise, and the employee being mentored gains exposure and training that will help them with their next position.

The key to reducing potential turnover is incorporating training and development into your retention strategy.  Using two way communication is essential to help identify needs, resources, and the best ways to implement a program.  It sends the message that the company is looking ahead and recognizes that its employees play a key role in future success.

 

With the recovering economy are you worried your top performers will soon be leaving for a new and different opportunity? Are you looking for a retention method that will ALSO bolster your productivity levels and bottom line? Let Strategic HR help create and implement the perfect retention strategy via training and development. We have the expertise to conduct a Needs Assessment, Job Analysis, revamp your aging Job Descriptions and/or to recommend training options for your staff. Visit our Training and Development page to learn how we can help you implement a successful training session.

Skipping Manager Training Is Too Big a Risk for What’s at Stake

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By Cathleen Snyder, SPHR, SHRM-SCP

One of the most frequent complaints that we hear about mid-level managers is, “They don’t manage their people.”  A team isn’t meeting productivity goals, has high turnover, and/or low engagement.  Add to that, that most companies evaluate their managers on productivity goals, but overlook how they achieve those goals.  Are they effectively managing their people, providing feedback, and motivating their employees?

We’ve all heard the adage that employees don’t leave companies, they leave managers.  With managers being such a critical element in employee retention it’s important that organizations take a hard look at what they are doing to help their mid-level managers be successful as leaders.

In a recent survey of 500 managers by business and technology consulting firm, West Monroe, managing their people ranked second of the most common workplace stressors.  44% of the managers that responded said they feel overwhelmed at work.  One reason for this may be a lack of management training.  Only a third of managers received 9 or more hours of manager training.  A startling 44% received less than 2 hours manager training.

Without training, managers will tend to emulate the management styles they have been exposed to, regardless of how effective that style may have been.  Even in today’s business world of advanced technology and innovation, we assume that individuals will have management skills, or learn them along the way.  With the impact that managers have on the overall success of the company, it’s too big of a risk to assume managers will “figure it out.”

The good news is, the benefits of conducting management training are many, and well documented.  In the West Monroe survey, of the managers that had training prior to beginning their management role, 92% stated they feel they have an adequate work-life balance (i.e. less overwhelmed).  85% feel that their responsibilities are clearly communicated.

According to Forbes Magazine, “An employee’s relationships with his or her direct manager is the most important single factor in employee engagement.”  Other key reasons to train your managers:

  • Providing management training can lay the groundwork for consistency in how employees are being managed across the organization.
  • Effective, well trained managers are proven to improve morale, thereby improving retention, which is critical to a productive workforce.
  • Training your managers goes a long way towards reducing claims and litigation.

As we continue to stress, today’s job market is challenging to find the talent we need.  Our priority needs to be engaging and retaining the workforce we have.  Ensuring your managers are well trained and effective in their roles is one of the most important steps we can take to being a successful organization.

Cathleen Snyder, SPHR, SHRM-SCP, is Director of Client Relations with Strategic HR, and is passionate about manager training.  If you would like to share your comments or learn more, contact her at Cathleen@strategicHRinc.com.

 

Have you heard about Strategic HR’s Supervisor Training Series?  We’ve develop this three-session program to help give your managers the tools they need to effectively manager, engage and motivate your employees.  Register your managers today!

Employee Training: Online Vs. In-Person

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Question:

We are looking at conducting some employee training.  What are the merits of online training or live in-person training?

Answer:

We’ve been hearing this question a lot as companies struggle with managing their budgets to get the most value for their employee training.  Online learning, also called e-learning, is often seen as being more economical, but is it as effective as a class attended in person?  In HR speak, the answer is “it depends.”  Online training can be more convenient, in that it eliminates the need for travel, even locally, for training.  Participants can complete training without leaving the premises.  Online learning can be done on demand at the convenience of the trainee.  Participants can also revisit a module or section of the training if review is needed.  This type of training can also allow for smaller segments to be completed at a time to allow the participant to stay focused.

Alternately, in-person allows for more interaction.  If an individual is struggling to understand a concept, in-person training allows for easier questions and response to ensure understanding.  In-person also allows the instructor to incorporate role plays and other exercises to solidify concepts.  Physical interaction remains the best way to learn, communicate, and develop memories.  There is value in the collective interaction among fellow students. Personal interaction with fellow students allows the opportunity for insights and perspectives to be gained.  Face to face trainings allow for the experience to be not only heard, but also experienced with all senses and emotions.

An alternate employee training option is a blend of several types of training.  A program that includes some learning via webinar or e-learning, combined with live training can achieve some of the benefits of both options.

Things to consider when selecting training:

  • Individual learning preferences
  • Topic and structure of the training class
  • Timeliness
  • How technology savvy is the individual? Are they comfortable using technology?
  • Size of the group

For any type of training there are some key elements for success.

  • Ensure that the leadership of the organization and the direct management are committed to employee training—this means allowing the employee time to complete the training undisturbed—whether done in person or electronically.
  • A manager must also follow up with the employee and reinforce the concepts learned, to ensure they are applied and retained.

An article Online Vs. In-Class Success gives additional resources, information, and helpful tips when determining the “right” training delivery method.

 

Get your Employee Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training and Development page to learn how we can help you implement a successful training program.

Developing Successful Training Programs

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Question:

Why does training sometimes not succeed or produce the expected results?  How do I ensure our training programs will be beneficial and successful?

Answer:

Successful training programs are an essential tool that organizations must have in place to help employees continue to grow and develop.  The type of training (in-house, on the job, out of house, etc.) depends on the specific need of the company and individuals being trained.  The true need is the key to the success of training. 

Before any type of training can be implemented, a needs assessment should be conducted to assess exactly what training is needed and why.  The U.S Office of Personnel Management explains: The needs assessment should address resources needed to fulfill organizational mission, improve productivity, and provide quality products and services.   Not every training will have this direct correlation; however, even professional growth opportunities have an indirect impact on an organization.

So, to develop successful training programs, a company needs to:

  • Begin by conducting a needs assessment.
  • Be able to tie the need for the training to the organization’s goals and objectives.
  • Obtain buy-in from management to support employees attending the training.
  • Provide effective communications to ensure employees understand the value of taking the time to attend the program.

Delivery of the training must be highly interactive and have some connection on how it can be used in the workplace. Once a program has been delivered, the training still cannot be measured for success until you determine if employees are indeed applying what they learned. All of these factors are needed for a training to succeed.

Remember, measure the value of your training from a cost benefit perspective and your return on investment. Keep in mind the cost of training can also include the cost of NOT training.

Is training your employees a goal for 2018? Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training & Development page to learn how we can help you implement a successful training session.

Are Evacuation Drills Mandatory to Meet OSHA Training Requirements?

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Image of Workplace Safety Manual, along with work tools

HR Question:

According to the OSHA Training Requirements, is it mandatory that I conduct practice evacuation drills as part of my company’s annual training?

HR Answer:

The Occupational Safety and Health Administration (OSHA) does not require employers to conduct drills at a certain frequency. However, it is recommended as part of a comprehensive Emergency Action Plan, which is required. OSHA standard 29 CFR 1910.38(a) outlines the requirement for written documentation, planning, and training for workplace emergencies, and as an employer, preparing for the ‘worst case’ is something you should want to do. In today’s world where we’ve seen an increase in active shooter incidents, unpredictable weather patterns, and wildfires, emergency preparedness will allow you and your employees to have a plan in place should you be impacted by some type of potentially hazardous situation.

How to Prepare Employees for Workplace Emergencies

Employers should consider evacuation plans as one small part of the required Emergency Action Plan and use them as the opportunity to practice. The drills could include evacuation due to a fire, chemical leak, or even a shelter in place in the event of an external chemical emergency.

OSHA’s Evacuation and Procedures e-tool provides step-by-step guidance to help you prepare your workplace for potential emergencies. In addition, this OSHA Workplace Emergencies Factsheet provides an outline of what is required. Once you have a plan in place, OSHA recommends that you review the plan with employees and hold practice drills “as often as necessary.” It is also advised to include outside resources such as fire and police departments when possible. OSHA recommends that after each drill you assess the effectiveness of the drill (and the plan) and make adjustments as needed.

How to Meet OSHA Training Requirements

Workplace safety training will vary depending on the type of business. Here are some important points to consider when deciding what types of training your employees need to meet OSHA Training Requirements and Standards:

  •  Educate your employees about the types of emergencies that may occur and train them in the proper course of action.
  • The size of your workplace and workforce, processes used, materials handled, and the availability of onsite or outside resources will determine your training requirements.
  • Be sure all your employees understand the function and elements of your emergency action plan, including types of potential emergencies, reporting procedures, alarm systems, evacuation plans, and shutdown procedures.
  • Discuss any special hazards you may have onsite such as flammable materials, toxic chemicals, radioactive sources, or water-reactive substances.
  • Clearly communicate to your employees who will be in charge during an emergency to minimize confusion.

It is a good idea to keep a record of all safety and health training. Documentation can also supply an answer to one of the first questions an incident investigator will ask: “Did the employee receive adequate training to do the job?”

Emergency Action Plan Resources

OSHA has a number of outstanding resources to assist you in your planning process for an Emergency Action Plan, as well as all of the required OSHA standards. Free resources to help you with your safety training plans can be found in OSHA’s Training Resources and this updated booklet which outlines all of OSHA’s training-related requirements in one document.

Keep in mind that although drills are not required, a well-developed emergency plan with proper training (including drills) will result in fewer injuries and less confusion and chaos during an emergency. A well-organized response will help you, your employees, and your business to be in the best position to effectively handle an emergency.

Thank you to Patti Dunham, MBA, MA, SPHR, SHRM-SCP for updating this HR Question of the Week.

 

Are you overdue on harassment or other annual training?  Does your current training curriculum need to be refreshed to reflect changes in company policy or legal requirements?  Strategic HR has the expertise and resources to help.  Visit our Training and Development page to learn more or Submit a Training Request.

The Manager’s Role as a Coach

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Question: 

I’m a new manager and I do not understand my role as a coach.  Can you explain how coaching is effective?

Answer:

Effective coaching is about achieving goals. Coaching helps the employee set realistic goals and identify specific behaviors or steps for meeting them.  As a Manager, you should help to establish guidelines and measures for success and hold the employee accountable for them.  In addition to driving results in order to maximize performance, you should also continue to build the relationship, offer clear expectations while providing support and encouragement. If an employee isn’t meeting your expectations, discipline and coaching can go “hand in hand” if done in a positive way.

A special thanks to Sherry Sims with Black Career Women’s Network for sharing her insight and expertise.

All to often the number one reason employees leave a company is because of their manager.  What Training and Development do you provide your managers to be successful managers?  Strategic HR provides a series of supervisor training customized to your workplace.  Learn more about all of our Training and Development programs or contact us directly at info@strategicHRinc.com.

How Can I Incorporate Career Development Into the Job?

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Question: 

My employee asked about incorporating career development into their job. How can I do that?

Answer:

Aligning an employee’s career goals with the organizations can increase employee engagement and also help the organization achieve its goals as well. First, determine what the employee wants to achieve.  Assess his or her current skills and strengths. Then, check to see if your organization has a professional development budget (i.e. tuition reimbursement).  If there is not a budget, you can support your employee’s career development in various cost effective ways such as cross-training, mentoring, training webinars, and in-service training just to name a few.  Have your employee invest in taking the StrengthsFinder assessment (http://www.strengthsfinder.com) to access how to incorporate their top 5 strengths into their current position.  Encourage the employee to see the value of investing in their long-term development and create a plan that will be a win/win for the both of you.

A special thanks to Sherry Sims with Black Career Women’s Network for sharing her insight and expertise.

Training and Development of your employees is a key factor in remaining competitive. Not only does it keep your up-to-speed technologically with your competitors, but it also gives you the edge when recruiting or retaining employees. Strategic HR has experience in developing training programs to keep you on the leading edge. Visit our Training and Development page to learn how we can assist you with your training and development.

Training and Development: Are They the Same?

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Many of you are deep in the throes of your performance management process: reflecting back on 2015 and the performance of your employees and also looking ahead to how you can appropriately prepare your employees to tackle what needs to be accomplished in 2016.  It never fails that the performance management document seems to have the all-encompassing “Development Needs” section, and we are always struggling to pick the most relevant training from the list of offerings to address our employees’ development needs and move to the next section on the form.  But are we doing our employees a disservice by only focusing on training to address their performance and developmental needs?  Are training and development REALLY the same thing?

Good questions.  Remember back to your high school Geometry class when you learned that a square is a rectangle, but a rectangle is not a square?  The same is true of training and development.  Training is the square: depending on the needs you’ve identified for your employees, training can be an excellent source to prepare your employees to succeed in their current jobs or even potentially prepare them for a more responsible role in your company.  Employee development, however, is a rectangle: development may include training (the square), but there are a variety of other ways you can address the needs of your employees that don’t require them to attend a training session.

What’s the difference?
Most of us have benefitted from a training session or two that gave us some knowledge that we didn’t have so that we could perform our job responsibilities a little better. Training is typically focused on making sure we have the information needed to perform our current jobs and our participation is generally required.  Some that may come to mind are compliance training or training on a new system your company is implementing.  The best trainings help us learn rather than merely expose us to a new topic or new content.

Development, on the other hand, goes much deeper than an hour or two of listening to content on one topic.  Development is much more involved, usually longer-term and can include things like strengths assessments, job experiences, mentors or coaches, personality assessments, training, 360 degree feedback and many other approaches.  Developmental activities are used to prepare employees for the next step in their career and are typically voluntary.

Be the rectangle
Think back to the single most defining point of your career.  Did it involve a specific role you were performing or a job experience you gained?  A training course you attended?  Someone taking you under their wing and supporting your career growth and acting as a mentor?  Now, think about each of your employees.  Do you want them to look back at the single most defining point of their careers and remember you, the opportunities that you provided for them and the counsel you gave to them?  How can you become their rectangle?

So, as you’re thoughtfully plowing through your Performance Management documents and identifying some options for developing your employees, make sure to look at their individual needs closely and spend some time thinking through the best method of development for them.  Simply choosing from a list of available training sessions may or may not be the best way to help them grow and to help your organization reach its goals for 2016.

 If you have any questions or would like to share your comments or success stories, you can contact us info@strategicHRinc.com.

 

C-H-A-N-G-E Don’t Cringe, It’s Just a “Six Letter” Word

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By Robin Throckmorton, MA, SPHR

“If the rate of change outside exceeds the rate of change on the inside, the end is near” by Jack Welch

In the workplace today, there is so much change taking place, we can’t escape it. But, we have to decide how we are going to handle or cope with each change.

So, what is change really?! Change takes place when something is one way but has to become something different. The problem is the current way usually is more comfortable or believed to be normal. On the other hand, the new way is uncomfortable. But change is unavoidable in today’s work world so we have to find a way to accept the new normal.

Responses to change run the gamut. Think about the last time your computer operating system changed. How did you feel – lost, frustrated, irritated, uncomfortable…But, as you think about it, would you go back to 2 or 3 versions ago? No, for multiple reasons including the newer ones are better and older ones may not even exist anymore.

As you know, change evokes all types of responses – anxiety, fear, irritability, overwhelmed, resentful AND excitement, opportunity, growth, newness, fresh. According to a Change Management program by BLR, there are five defenses to change: deny (if I ignore it, it will go away), blame (it’s management’s fault), delusion (believe it will go back to the way it was), anger (resist and not cooperate), and last defeat (feeling can’t change and give up caring at all).

Knowing these “defenses” you can be more aware of whether or not you are responding defensively. Sometimes, how we view or respond to change sets the stage for how we’ll cope with it. “Is the glass half full or half empty?” Will you respond positive or negative; constructive or destructive; engaging or defensive. So, how can we be sure we respond positively?

“Change before you have to” – Jack Welch

Here are just a few tips to help you through your next change:

– Pay Attention
If you are paying attention, you will notice signs that change is needed and/or going to happen. Even change that literally happens “overnight” has signs it is coming. However, we often get caught up in the situation and intentionally may ignore the signs. If we anticipate a change is going to take place, we can better prepare ourselves.

– Knowledge
When you start noticing the signs, knowledge becomes your power. What do you know about the change? Why is the change happening? What is the goal or purpose of the impending change? What will it look like when it happens? Whether the change is happening or going to happen, seek information to help you understand it. It is far easier to cope with something if you have information, even if it is just a little information.

– Communicate
Everyone exposed to the situation is going through the change and likely having mixed emotions both good and bad. But, some people will be responding positively and others negatively. Share your feelings with others but try not to engage with the “naysayer” who will just bring you down more, hold you back and make others resentful of you. You’ve heard these people – “this will never work” or “we’ve always done it this way.” As you share, you’ll find out you are not alone. And, others are having similar emotions. Together you may be able to identify ways to cope with the change. Use the positive talk to help motivate you and help you see the silver lining.

– Embrace
If you aren’t paying attention to the signs, change may already be in full swing by the time you notice. It is too late to stop it. The more you try the more frustrated you will become to the point of isolation. You have to accept and embrace the change. Make yourself imagine how it will feel once the change becomes the new “normal”. Get involved in the change by finding out how you can help; and, encourage others to accept the change as well through positive talk. Be sure you are helping resolve problems and not avoiding the “new”.

– Coping Skills
During a stressful time, our bodies all respond differently and not always very positive. We can go on an emotional rollercoaster or even impact our eating or sleeping. Some possible coping strategies may include:

  • Exercise – keep doing what you are already doing for exercise. Don’t let the “change” alter your exercise routine. But, if you aren’t exercising, add some form of exercise, even a short walk.
  • Distractions – do something for yourself that gets your mind off of the change for a little bit each day. This will help calm your mind and reduce your stress.
  • Goal Setting – establish goals that will help walk you through the change process so you feel more in control of what is taking place. As you accomplish each goal or step in the process, you’ll be closer to making the change and feel the success of the achievements along the way.
  • Reflect – think about past changes you’ve gone through that you survived and even thrived as a result. What did you do that helped make those situations feel successful?

Change is inevitable so we must find ways to accept change. As mentioned in Managing Transitions: Making the Most of Change by William Bridges, “The only certainty is that between here and there will be a lot of change… There’s no way to avoid it. But you can manage it. You can. And if you want to come through in one piece, you must.”

Robin Throckmorton, MA, SPHR is with Strategic HR (www.strategicHRinc.com). If you have questions or comments about this article, you can contact Robin at Robin@strategicHRinc.com.

Solutions for Dysfunctional Teams

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Question:

I have a cross-functional team of very competent employees that used to be effective, but recently they seem to have lost their way.  There is occasional in-fighting and now I am seeing some group paralysis and they are starting to miss deadlines.  What’s going on and is there something that I can do to help get them back on track?

 

Answer:

It is not uncommon for teams to go through a cycle of effectiveness and productivity and then suddenly seem to lose their way.  This phenomenon is referred to as the life cycle of teams.  A one-time functional team can become dysfunctional for a variety of reasons – changing tasks, new members, perceived organizational barriers or a series of recent failures can all affect the motivation and focus of any well-functioning team.  Or, perhaps the role of the manager or team leader needs to change as the team has matured and developed over recent projects.

Some options to consider:

  • You may want to start by simply revisiting the team’s purpose and re-focus on their goals. Sometimes an open discussion with all the team members pointing out the recent shortcomings can help to quickly re-focus the members on the task at hand.
  • The development of a Team Charter can also be a very effective tool for teams; a collaborative document that establishes team goals, norms, behavior and overall communication styles. Used in conjunction with other tools, the charter can quickly unify a team around a central purpose and mission so that everyone is literally on the same page.
  • It can also be a time to address the evolving role of the manager or team leader as well. For example, an overly involved manager – while critical in the beginning of a team’s development, can actually hinder and stifle a team as they grow. If a team is struggling and the manager is too hands-off, then the team will likely flounder.  Matching the leadership style to the needs of the group is a critical component of effective teams.
  • Another approach is to conduct a Team Effectiveness Survey with the team members to help flush out some of the issues and concerns of the various team members. Such surveys can help pin-point some of the underlying issues such as trust and conflict resolution that may have de-railed the teams’ recent successes.
  • Utilizing personality profiles is another very powerful tool for helping teams become more effective. For example, taking a team through the Myers Briggs Type Inventory (MBTI) can have a profound effect helping team members learn how to better communicate with each other and how to resolve conflict.  (Differences in communication styles are generally the number one reason for team dysfunctionality).
  • A Team Building Retreat can also be an effective tool, especially for an intact team. By getting everyone together off-site to really focus on communication issues, group styles and conflict resolution can do wonders to jump start either a new team, or one that has gotten stagnant.

Teams are dynamic and that means that they are constantly changing and evolving.  You will inevitably have hiccups along the way that will need to be adjusted to ensure continued team success.  The interventions listed above can be a great starting point to help get your team back on track.

At Strategic HR, we offer a variety of teambuilding and team development programs targeted to help get teams back on track for success.  Each program is customized to meet the team’s dynamics and needs. For more information check out our Team Building and Development Programs.

 

Designing an Assessment Center

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Question:

My company is in the chemical manufacturing industry where there are many processes involved in the different jobs. I would like to design an assessment center for technicians and other workers that would assess their ability to handle these tasks, such as checking temperatures and pressures, evaluating the raw materials used, etc. How do I determine what competencies are involved and how to go about designing an assessment center?

Answer:

For any type of assessment that involves job competencies you’ll need to address the following:

  1. Observe and record how the best employees in each job category do the work.
  2. Based on the information gained from your observations, you will be able to identify the key competencies and to clearly define them (i.e. problem solving, or communication).
  3. Ensure the competencies are accurate and inclusive by involving some of the employees and respective supervisors in the review of the competencies. They will have a better idea of the accuracy of the competencies.
  4. Once competencies are determined, you are ready to develop simulations for the assessment center to replicate the work being done (i.e. checking temperatures). Using employees that you feel are already successful in the job to pilot the center or assist in the development of the assessments will ensure it is more successful.
  5. Schedule trainees or potential employees to go through the assessment center.
  6. Track the results. You’ll need to assess the employee’s knowledge before they go through the center and be able to determine how it improved and impacted their job performance after completing the assessment. Does it seem to be working? Do you need to make any changes? Are there any biases or adverse discrimination that occurs because of the system?

Note: Depending on where you are located, you may need to do a number of pilots and analyses of the results to ensure there are no legal ramifications on the use of the center on hiring or promotion decisions.  Also, remember to be consistent in your application.  Don’t pick and choose who you will ask to go through an assessment,  it is better to chose a time in employment process and everyone who moves through the step is requested to take the assessment.

Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training and Development page to learn how we can help you hire safely.

The Importance of Training

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Question:

With the high number of baby boomers preparing to retire and millennials entering the workplace, the need for experienced leaders is going to be essential and training programs will be crucial to achieving this. By investing in good training programs that are appealing to employees, companies can get ahead of the game during the course of the generational gap in leadership. So, how can I entice employees to take training when everyone is so busy?

Answer:

Attract your employees to training programs in four easy steps!

Although many employees are so busy, continued training is necessary.  It is an essential part of staying up to date with new technology, trends and reinforcing old policies and procedures.   Try these four steps to help you get your employees more excited to partake in training programs!

  1. Bring in Energetic Trainers

One of the most important ways to entice your employees to take training is to keep it interesting.  Bring in passionate, energetic and knowledgeable trainers.  By bringing in trainers who are not only knowledgeable about the subject, but able to engage the employees, training programs won’t be something that employees dread, but something that employees may even look forward to.  Having a trainer that is able to establish a connection to employees will establish respect and trust.

  1. Have “Conversations” instead of “Lectures”

In training sessions, information is the most important aspect, but it doesn’t have to be lectured to employees.  By having “conversations” instead of lectures, employees are able to give feedback and may feel more comfortable asking questions about something they don’t understand.

  1. “Teach” Each Other

Have employees partner up or form groups with one another to “teach” each other.  By talking about information with someone other than the trainer, employees may be able to retain it better.  This is also an effective employee bonding exercise and a good way for employees to get to know each other.

  1. Keep Training Updated

Keep the training updated.  If employees are continuously hearing the same information they have already heard a multiple times before, time and money is being wasted.  By keeping information updated, the training is more effective and of interest to employees.

Training and Development of your employees is a key factor in remaining competitive. Not only does it keep your up-to-speed technologically with your competitors, but it also gives you the edge when recruiting or retaining employees. Strategic HR has experience in developing training programs to keep you on the leading edge. Visit our Training and Development page to learn how we can assist you with your training and development.

How To Handle Expired Prescription Drug Use In The Workplace?

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HR Question:

We recently had a situation where a longtime employee, with no prior incidences, took an expired prescription drug that was inhibiting her performance. After her drug test, she tested positive with it in her system and the script was older than one year. What should I do?

HR Answer:

This is certainly a tricky situation, and you are not alone in dealing with this challenge. A recent National Safety Council survey reports that more than 70% of employers have been impacted by prescription drugs, yet only 19% feel extremely prepared to deal with prescription drug misuse.

As you begin to assess your next steps, here are some things to consider:

Policy

What does your Drug Free Workplace Policy say? Typically, an acceptable deviation of a positive drug test is supplying a valid prescription from an attending physician. In this situation, the employee does not appear to have that if the drug was expired. What does your policy say about the consequences of a positive test? Take the opportunity to assess if you’ve covered as many conceivable scenarios as possible – from an expired prescription to innocently taking a family member’s prescription in an unusual circumstance.

Training

This is why Drug Free Workplace training is so critical. Such training should inform employees and managers of exactly these types of situations and potential consequences so this scenario can be avoided. What does your policy say about training? Have you adhered to that?

Precedent

What are the consequences of making an exception? If you make an exception for this individual, are you willing to make an exception the next time it happens to another employee (perhaps a lower performing employee)? Does making an exception impact the effectiveness of your Drug Free Workplace program?

Consult

Contact your Medical Review Officer (MRO) or find one that is familiar with your industry to gain some advice, as they are the experts. They will be able to assess whether or not the positive drug test is justified by the prescription or not, shedding some light on the next steps to take.

Unfortunately, there is no easy answer in this situation. It is vitally important that you remain unbiased, fair, and that you do what’s best for your company. Carefully consider the impact of your decision on future situations that may arise.

 

Providing a Drug Free Workplace Policy and Training are incredibly important when it comes to the safety and security of your workplace and employees. Strategic HR can provide you with best practices, policies, and training when it comes to creating a Drug Free Workplace or any other needs concerning the Health, Safety and Security of your workforce. Contact us to learn more about how we can help to develop your Drug Free Workplace Policy and Customized Training or view our Online Drug Free Workplace Training.  

How can I make our training more effective?

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(Updated July 2020)

HR Question:

We conducted training recently, but it didn’t seem like anyone got anything out of it. What can we do to make the training more effective for our team?

HR Answer:

There are a number of reasons why training turns out to be ineffective, most of which can be addressed in the planning stages.  Most importantly is to consider the needs of your audience. When evaluating training content be sure to look at:

Topic

Is your topic relevant to the participants, timely, and is new information provided? All of these are important. If you make every employee attend a seminar on benefits, when only 25% are eligible, that may not be the best use of time and resources. At the same time, offering the presentation three months before open enrollment would also be problematic (too far ahead). Consider the needs of your audience, and how a topic can be tailored to meet those needs.

Learning Styles

Everyone learns differently, whether auditory, visual or kinesthetic, and it is important to tailor a presentation to accommodate different learning styles. A combination of lecture, discussion, and activity can enhance the learning experience for everyone, and it is more likely to lead to better information retention.

Group Size

Depending on the topic, the group size may impact how effective training is. If you are discussing a topic with complex detail that participants will need to know and understand, breaking into smaller groups will give them more opportunity to ask questions and gain the insight they need.

Length of Presentation

The length of a presentation can dictate how in-depth you may be able to explore a topic. Determine what you are trying to accomplish with the training – just a broad overview, or a deep dive? That will dictate how long training should be. Conversely, if you know you only have 30 minutes, don’t pick a larger topic than you can cover effectively in that amount of time.

Needs Assessment

It is critical to match the training to the needs of the organization. While there is no one-size-fits-all formula for determining training needs, a needs assessment can be of great value on all levels to aid in doing so.

Timeliness

Timeliness is also important. If there is a deadline to implement a new process or policy, make sure the relevant employees are trained well in advance of that deadline, to allow time to address any questions or concerns.

Evaluation

This is a critical piece that should be built into the conclusion of all training. It’s important to assess how effective your training is from your employees’ perspectives. You can use this evaluation to assess their satisfaction with the training delivery, content, timeliness, and any other aspect of the experience on which you would like to gain feedback. You can also use the evaluation to briefly test their knowledge of your critical message to determine if they are indeed walking away with the information you had intended.

Finally, try to provide coverage while an employee or employees are attending training. This will help ease the stress of being away from the job. For more tips, check out the Top 10 Time Tips for Trainers.

For any organization, training is an investment in time, money, and resources. It can also be a tool for retention and rewards as well. Make sure you plan carefully for the audience’s needs to get the most bang for your buck!

 

During the pandemic, many organizations find themselves operating at different levels than their norm. If your team currently has a lighter workload, this can be a prime opportunity to provide training in areas you may have put off (i.e., workplace harassment, diversity, coaching, skills-specific). Strategic HR can help you in developing customized training to achieve your desired results, and we can lead both in-person and virtual training for you. For more information, visit Training & Development, or simply contact us – we’d love to hear from you.

What’s the difference between “Training” and “Development”?

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Question:

What’s the vast difference between “Training” and “Development”?

Answer:

Asked at a recent HR Roundtable in Cincinnati, Ohio, Susan Otto, owner of Training-Modules.com, LLC, provided some insight via a small group discussion. Here are the results of the overall discussion as captured that day by facilitator Steve Browne:

Training                                                         Development

Short-term focus/Task Oriented                     Long-term focus/Skills oriented

Group based (more often than not)                Individually based

Focuses on the “today” needs                       Leads to the “tomorrow” results

Compliance area strength                               Opportunities to develop strategic approach

Other items that my small group noted were:

Information versus values                               Targeted to the individual; growth after training

5%                                                                   95%

Means                                                              End

Knowledge                                                      Expansion

For today                                                         For tomorrow

Short-term                                                       Long-term

Task-oriented                                                  Skill-oriented

Piece of development                                      Holistic

  • Training is the means to a development end. It’s important to remember that not all training leads to development, but it could and you should see if this is how to look at things in developing that “vision” mentioned before.
  • We need to look at training and development together versus pulling them apart.  There are facets of both training efforts and development efforts that have value.  With a strong, constructed strategy and vision, incorporating these two things is actually very natural.

Training and development are a partnership; they’re a process, not an event. They are both value driven.

To learn more about the HR Roundtable, contact Steve Browne at sbrowne@larosas.com.

Is training your employees a goal for 2013? Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training & Development page to learn how we can help you implement a successful training session.

Barriers To Effective Training and Development

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Image of an effective training session.

HR Question:

We’re starting to take a look at our training programs for next year. What are the barriers to effective training and development? What can we do to make the training more effective for our team?

HR Answer:

There are a number of factors that may cause a training session to be a triumph or a “try again next time.” Rather than becoming overwhelmed by all of the variables that create successful training, we’ll break it down simply to identify the barriers to avoid during the planning stage, the delivery, and the follow-up of a training session.

Plan Ahead and Consider Your Audience

One barrier to effective training is the lack of good planning. It’s incredibly important to consider the needs of your audience throughout the entire planning process by doing the following:

Conduct a needs assessment

It is critical to match the training to the needs of your organization. While there is no one-size-fits-all formula for determining training needs, a needs assessment can be of great value on all levels to aid in doing so. Check out Strategic HR’s guide to “How to Conduct a Training Needs Analysis.”

Consider learning styles

Everyone learns differently. Some prefer learning visually through graphs, illustrations, videos, or watching an example, while others learn best auditorily by listening to instructions or listening to an audiobook; reading notes or writing down instructions; or kinesthetically by walking through the steps on their own. A combination of lecture, discussion, and activity can enhance the learning experience for everyone, and it is more likely to lead to better information retention.

Choose your topic wisely

Is your topic relevant to the participants, timely, and is new information being provided? All of these are important. If there’s a firm-wide update or new software, everyone should attend the training. But if there’s a niche update that will only impact one department, consider making that optional. Keeping the needs of your audience front of mind will help you build a topic that can be tailored to meet those needs.

Select the right learning group size

Depending on the topic, the group size may impact how effective training is. If you are discussing a topic with complex detail that participants will need to know and understand, breaking into smaller groups will give them more opportunities to ask questions and gain the insight they need.

Keep Things Moving – Make it a Dynamic Session

Other barriers to effective training can include choosing the wrong timing for training (too soon or too late), not providing the right building blocks to anchor the new knowledge, proving snooze-worthy training, or not choosing the appropriate length of time to adequately cover the topic. Here are some tips to address these barriers:

Timing is everything

If there is a deadline to implement a new process or policy, make sure the relevant employees are trained well in advance of that deadline to allow time to address any questions or concerns. If you require every employee to attend a seminar on benefits when only 25% are eligible, it may not be the best use of time and resources. On the other hand, offering the presentation three months before open enrollment would also be problematic because it is too far in advance.

Start with the right building blocks

Are you striving to make sure that your topic is digestible and will be retained? Think incrementally and layer the sequence of your program so that one topic or concept builds on what was learned in the previous topic. Ask yourself how you went about learning more complex concepts – what did you need to know first or what mental bridges needed to be built before you could completely understand something? That process will help you to develop the best flow for your training.

Use humor to make it fun

We’ve all sat through dry or straightforward training programs that fail to keep our interest. To keep your audience engaged and entertained, look for opportunities to add an appropriate joke, a funny story or comment, or a cartoon or video (when those materials can be used with the appropriate permissions, of course). When used effectively, it can reduce participant anxiety, boost their participation, and motivate them to focus. Remember that to be effective, comedy must complement the course material and not distract from it. And it should not be distasteful or offensive or it may interfere with the participants’ learning.

Choose your length of presentation carefully

The length of a presentation dictates how in-depth you may be able to explore a topic. Determine what you are trying to accomplish with the training – just a broad overview, or a deep dive? Conversely, if you know you only have 30 minutes, don’t pick a larger topic than you can cover effectively in that amount of time. No matter how long the presentation, try to provide coverage while an employee or employees are attending training. This will help ease the stress of being away from the job and help them to stay focused.

Don’t Forget the Follow-Up!

After you’ve taken the time and care to design and deliver valuable training, don’t let your good planning fizzle out before you reach the end zone. A common barrier to effective training occurs when you skip these valuable follow-up steps:

Give them a chance to practice

If there is an opportunity to take the lessons outside of the training room – whether that’s through behavior-based training, mentoring, job-shadowing, or taking on new responsibilities for a short period of time – it’s important to remember the variety of learning styles your audience may have and give them an opportunity to practice the lesson. Also, remember that application of newly gained skills is the key to retention of that knowledge.

Evaluate every time!

This is a critical piece that should be built into the conclusion of all training. It’s important to assess how effective your training is from your employees’ perspectives. You can use this evaluation to assess their satisfaction with the training delivery, content, timeliness, and any other aspect of the experience on which you would like to gain feedback. You can also use the evaluation to briefly test their knowledge of your critical message to determine if they are indeed walking away with the information you had intended.

For more tips, check out the Top 10 Time Tips for Trainers.

For any organization, training is an investment in time, money, and resources. It can also be a tool for retention and rewards as well. Make sure you plan carefully for the audience’s needs to get the most bang for your buck!

Thank you to Terry Wilson, SPHR, SHRM-SCP, Training & Development Practice Manager, and Samantha Kelly, Sr. Sales & Marketing Strategist, for contributing to this HR Question of the Week.

 

The new year can be a prime opportunity to tackle the training that your team needs (i.e., workplace harassment, diversity, coaching, and skills-specific). Strategic HR can help you in developing customized training to achieve your desired results, and we can lead both in-person and virtual training for you. For more information, visit Training & Development, or simply contact us – we’d love to hear from you.

 

The Dos and Don’ts of Creating Training Materials

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by Susan Otto,  retired from Training-Modules.com, LLC

No matter what jobs, positions, or responsibilities we have, sooner or later we are usually asked to train someone on how to “do it.”  And, if we are asked often enough, or if the procedures are complicated, now might be the time to document the material we use to train.

Over the years I have created a few dos and don’ts that I have found to be useful when creating training materials.

First, remember that we’re training adult learners. Adults like to have “hands on” experiences. Stop lecturing. Turn off the PowerPoints. Let’s just “do it” as Nike says.  Roll up your sleeves and begin, providing lots of opportunities to practice in order to create the desired outcomes and results.

Okay, okay…you have a PowerPoint presentation already prepared…well, go back through it and see how you can make the content more interactive. In other words, if the learners know part of the content, rather than lecturing them, ask them to share what they know. For example, if they are aware of the reasons employees are not providing input to a process, ask them to share it. Don’t tell them what they already know. Besides, you might actually hear something you didn’t know!

Make your training interactive. Include activities and “games,” such as role plays, case studies, large and small group discussions…you get the idea. There are tons of books and websites available to peruse when on this quest. And you can always join NASAGA’s discussion board at www.NASAGA.org and ask the various experts what they would suggest.

Remember, adult learners come to training classes with experiences and expertise that should be tapped into during the training process. If adult learners link the learning with past experience, they remember it.

Tell the learner what they really need to know. If they want to know the history, background, evolution, etc., then they’ll ask. For now, give it to them straight…and only give them what they need to know. In most cases, time is of the essence. Most of us don’t have time for the “nice to knows.” However, do consider notating the extra information in the facilitator guide.

Give the adult learner a job aid or a participant guide. And, no, I don’t mean a copy of your PowerPoint presentation. In other words, give them something that will be of value to them during the training process and can be used as a reference back on the job. And, remember, the facilitator guide should provide talking points that further enhance the participant guide content.

If you know the material “inside and out,” then you probably don’t need to write a “detailed” facilitator guide. Wrong! That’s the issue. You don’t need a “detailed” facilitator guide, but if you were hit by a bus tomorrow, would someone else know what to do and say? If not, then you better start documenting more of your knowledge. Oh, and be sure to have someone read it later. What is clear to you, may be clear as mud to someone else. Besides, the fastest way to get promoted is to have someone who can competently perform your job!

When you think you’re finished, check:

  1. The flow of the content. In other words, is the order logical?
  2. The amount of detail used to explain how to facilitate the activities, simulations, and games.
  3. The start times, stop times, and breaks.

What most of us know, and seem to forget when creating training for others, is that training should be fun…yes, you read that correctly. When you think of the training that you really, really enjoyed, was it fun? You betcha! Let’s “do” make training fun!

do's and dont's

Copyright 2007 Training-Modules.com. All rights reserved. While you may copy this publication, its content may not be modified. You may, and are encouraged to, share the publication with others who may benefit from receiving it.

If you have any questions or would like to share your comments with Strategic Human Resources, Inc. (www.strategicHRinc.com), you can contact us at info@strategicHRinc.com.

Strategic Planning…Goal Setting…Are You Still on Track?

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by Robin Throckmorton, MA, SPHR

Do you remember how much time and energy you put into setting goals for yourself and/or your business earlier this year? Do you even remember what those goals were? What actions have you taken toward accomplishing them?

Each year, January 1 is a milestone that forces me to establish both my personal and business goals for the year. Whether you have a strategic plan for your business/department or personal goals/resolutions, it is exciting and motivating to set them but very easy to put them on the shelf and forget about them until next year. According to research by Tom Terez, only about one in five individuals make a resolution each year AND actually keep it. Why do so few actually realize their goals?

There are many reasons that we lose sight of our goals within even just a few months of setting them. Here are the top 10 reasons that I have found are why most of us fail to meet our goals:

 #10 Lack of long-term motivation

January 1 really motivates us to want to set goals to help us improve something (i.e. lose weight, increase sales, reduce turnover) over the coming year. But shouldn’t there be another holiday about every three months for the purpose of saying “how are you doing” on your goals and resolutions for the year? So, until I am able to get Hallmark to create this holiday filled with lots of cards to remind us, we have to set our own milestones.

#9 No thought put into goals

Many individuals let the pressure of the new year force them to set goals. Unfortunately, this results in goals that didn’t have much thought put into them. Therefore, they are not accurate, realistic, or on-target.

#8 Too many goals

Too often, our list of goals quickly becomes a long list of to-dos that completely overwhelms us and ends up lost after just a few weeks of creating it. You can probably only accomplish between 3 – 6 goals a year depending on the scope of those goals. Remember, most goals involve some sort of change and it takes at least 30 days to change a behavior!

#7 Unrealistic

How often have you heard someone tell you their New Years resolution or business goals and knew right away there was no way that would ever happen? It is great to be optimistic and confident but your goals have to at least be attainable or you will definitely lose the energy and motivation to complete them. A goal is only realistic if you can control the outcome because it is based on your own skills, knowledge, or abilities and cannot be impacted by outside factors beyond your control.

#6 Not specific

Each goal will need a detailed and specific plan of action. To create these steps, I find it helpful to think about these five things: what result, outcome, or benefit do I hope to obtain from reaching this goal / objective? What is going to prevent me from reaching it? Who or what resources can help me to reach it? What will be the specific steps that I will take to accomplish the goal? And finally, how will I know I got there or how will I evaluate or measure it?

#5 Not measurable

This last component “how will you know you got there” is often neglected. This is the measurement part of the goal. Be sure you are able to measure whether or not you have reached your goal.

#4 Never committed to in writing

Brainstorming goals is great but not enough. You’ll need to write down your goals being as specific as you can so you know what you need to do and when to accomplish a goal. Plus, try to prioritize your goals and actions so you know what is most important and must be done first, second, third, etc.

#3 Side tracked

The day to day of our lives and/or jobs is so busy that we often forgot about our goals. This is probably one of the most popular reasons why goals fail. But, many times we are sidetracked by the things that are not going to help us get where we ultimately need to in the long run. And, if we would just review our goals every time this happens, it will help us maintain focus and stay on track.

#2 Failure to celebrate your accomplishments

We are all human and we love the feeling of knowing we succeeded at something. But, when we set a goal and actually accomplish it, we basically just “check it off” and move on. You need to celebrate these accomplishments. If it was a group goal, make it a group celebration – pitch in lunch, ice cream at 3:00, etc. If it was a personal goal, do something special for yourself – relax for 30 minutes, get a massage, talk a walk, write yourself a congratulations note, etc.

#1 Failure to re-evaluate goals

You might be saying, why are we talking about how to set goals when we should be evaluating them. Once you’ve set your goals, they are not cast in stone. There is no law that says you can’t adjust them. And, things do change so you should review and revise them as needed. Part of the goal should include milestones (monthly, quarterly, semi-annually) to evaluate your progress on the goal and revise if things have changed. Plus, how often do we dive into creating new goals before even evaluating how well we did at meeting our past goals? We have to know how we did in the past in order to determine what we need to do in the future to reach our ultimate goals. THEN, we can begin planning.

So, whether it is a strategic plan or your own personal goals, most goals are established to help you get from where you are today to where you want to ultimately be. The goals are the actual steps you’ll take to reach that ultimate future. To set your goals, you need to find out where you are now, where you want to be, and how you are going to get there. And, constantly re-evaluate and revise as needed.

So, grab your goals that you set earlier this year. Review them against these top ten reasons why they may never be accomplished. Then decide if they need modified based on these reasons or even changes that have happened in your business, economy, etc.? Did you write them specific enough so you know what you need to accomplish and when? And, how do they measure up so far.

Now, be sure you celebrate your accomplishments and be sure to revisit your goals on a regular basis between now and December 31 and especially before you reset your goals next year.

Robin Throckmorton, MA, SPHR, a Senior Human Resources Management Consultant is President of Strategic Human Resources, Inc. (www.strategicHRinc.com). If you have any questions or wish to share your comments, you can contact Robin at Robin@strategicHRinc.com.

Six Sigma 101

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by Debbie Hatke, MA, SPHR

Everyone by now has heard of Six Sigma; even if you don’t know what it is. If you’re a recruiter, you’ve probably seen it listed on resumes quite frequently. But what is Six Sigma? If you are an HR practitioner, chances are you haven’t been exposed to this concept in much detail, but you should be.

Six Sigma is akin to the Total Quality Management movement of the 1980’s. You might remember – Deming, Juran, Quality Circles, Statistical Process Control (SPC) and Continuous Process Improvement (CPI). These are all concepts that are associated with Total Quality – the idea of improving overall quality in the workplace by making incremental quality improvements or maintaining quality standards. Six Sigma more or less looks at quality in more detail; statistical detail if you will. It focuses on the number of defects that might occur in a product and works to reduce those defects. In fact, the term Six Sigma refers to the desire to shoot for near perfection – defined as no more than 3.4 defects per million items produced; that’s 99.9997% accuracy.

While you might think that being 99.9997% accurate in terms of producing a quality product or providing a service sounds a little lofty, when you stop to look at the numbers it becomes apparent why companies are so concerned with a Six Sigma level of quality. In a recent class provided by the NHRA of Cincinnati, Paul Gormas, of the International Society for Six Sigma Certifications, explained it this way: accepting an accuracy level of “only” 99% would mean tolerating about 20,000 lost pieces of mail per hour or living with no electricity for 7 hours each month (and many of us living in the Greater Cincinnati area know from September 2008 how that might feel). If that isn’t an eye-opener, imagine having one of the 5,000 incorrect surgical operations that might occur each week if held to only a 99% accuracy level – no thank you!

In addition to taking a more statistical approach to managing quality, Six Sigma takes the quality movement a step further by demanding cultural change – which is where HR comes in. By looking at people processes, Six Sigma changes those elements of a process that result in defective products. This often involves changing how employees work and requires an organization to address the needs of its customers; both internal and external. Six Sigma works to reduce variation in product (defaults) by using standardized processes, specific metrics to measure progress and unifying the organization in terms of the processes, metrics and language used. Human Resources, because of their expertise in facilitating cultural change, is instrumental in achieving success with Six Sigma.

Six Sigma projects revolve around the activities of a Team. In most organizations a Quality Counsel will identify Six Sigma initiatives that the organization should attempt to tackle based on need. Someone at the executive level typically sponsors the initiative and forms a Team. A Six Sigma Project Team will have a business sponsor, a process owner (typically the supervisor), a team leader (who is a black belt) and project members (who are green belts). The Team may also have other resources involved (such as HR or Finance) who would require Six Sigma knowledge at a yellow belt level.

Now about those belts… If you’ve paid attention to Six Sigma “speak” you’ll notice that the different rankings of individuals skilled in Six Sigma seem to relate to the rankings achieved in Karate – signified by belt colors. Team members learn roles and techniques needed for Six Sigma transformation in varying levels:

  • A “White Belt” individual has been taught a high level overview of Six Sigma and how it works. When beginning a Six Sigma program in an organization it’s a good idea to educate employees on the overall process and a White Belt is where to start.
  • Someone with a “Yellow Belt” is considered a subject matter expert. These might be individuals who work in HR, IT or Accounting. They have a specific knowledge about an area that might not be of primary focus on a Project Team, but bring specific knowledge about their function or area.
  • A “Green Belt” is usually earned by a project member. They need to have a good grasp of the Six Sigma concepts to be productive in Team discussions.
  • Team leaders are “Black Belts”. They have learned Six Sigma techniques of facilitation in great detail. Black Belts are trained in change management and are taught the leadership skills needed to run a successful Project Team.
  • “Master Black Belts” are individuals who are authorized to teach other Black Belts. They can also mentor and oversee projects. They have a deep understanding of the statistical needs of the Project Team.

Despite the seemingly stair-step design of the different belts, it is not necessary to progress through each rank to earn a Black Belt. A Team Leader can be trained as a Black Belt without going through the other training.

Six Sigma is very methodical and there are set methods for laying out the issues and developing solutions. Once all the players are assembled, it is up to the Project Team to identify and define the stated problem and work through the various Six Sigma exercises and metric analysis to come up with a resolution. HR can be very helpful either as a Project Team member or simply as an ancillary resource in accomplishing the goals of a Six Sigma project.

Perhaps now you have a better grasp of exactly what Six Sigma is, what the different belts signify and how they come into play within the Project Team. Remember, Six Sigma can be applied to any organization and to any area of an organization from manufacturing to IT. How will you use it in HR? Stay tuned to learn more…

Debbie Hatke, MA, SPHR is a Senior Human Resources Management Consultant and Talent Strategy Manager with Strategic Human Resources, Inc. (www.strategicHRinc.com). If you have questions or comments about this article, you can contact Debbie at Debbie@strategicHRinc.com.

Turning Conflict into Collaboration

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by Linda Gravett, PhD, SPHR

Did you wake up this morning thinking, “Gee, I hope I get into an argument today” or “I hope somebody seeks me out for a confrontation”?  Probably not.  We typically do everything we can to avoid conflict, perhaps because past experiences have been unpleasant or we don’t know how to respond to confrontations.  In this article I’d like to address turning poorly handled confrontations into collaboration.

Webster defines conflict as “disagreement between opposing principles”.  Managed effectively, conflict can result in creative solutions to a problem and a variety of perspectives on improving a given situation.  Or, as Martha Stewart would say, “It’s a good thing.”

Over the years, I’ve observed two types of conflict in organizations:  destructive and constructive.  Destructive conflict is manifested by behaviors such as yelling at coworkers or customers, withdrawal from others, or even destruction of property.  Anger, fear, or frustration might motivate this type of behavior.  The results from destructive conflict usually are far reaching – more people than the two or three involved are directly or indirectly affected.  Typical results from destructive conflict are coworkers avoiding one another, people taking sides and subtly or overtly harassing “the bad guy”, and lower productivity.

On the other hand, constructive conflict can result in increased communication across the organization, enhanced productivity, and less absenteeism and turnover.

As managers and leaders within our organizations, our focus clearly must revolve around modeling and coaching for constructive conflict.  To effectively coach our team through disagreement, we need to be aware of four typical responses to conflict that we might encounter.  These responses are avoidance; rationalization; “yes means no”; and refusal.

When faced with a disagreeable situation or encounter, one response is to simply “lay low” and hope the problem, or difficult situation, will fade away.  My research shows that, instead of fading away, difficult situations tend to only get worse if they’re not addressed, and addressed effectively.  I’d prefer to hear from a vendor sooner than later, for example, if a product or service I’ve been promised can’t be delivered on time.  I may be unhappy; however, I’ll definitely be far more unhappy if I don’t discover this information until too late to meet my commitments.

Another response to conflict is rationalization.  “I won’t confront my coworker about her constant interruptions during meetings because it’ll get better.”  “Someone else will tell Bob he’s doing the monthly reports wrong.”  Without constructive criticism, coworkers or direct reports may not even be aware of their offending behaviors or work deficiencies….and there’s little chance of improvement if that’s the case.

Yet another approach to potential conflict is for someone to say “yes” to a request or statement when they really mean “no”.  I’ve encountered this when, as a customer, I’ve requested a solution or fix to a situation or unsatisfactory purchase.  The sales rep may tell me (in person) whatever I want to hear to get me out the door, only to leave a voicemail later with a different story.  This certainly doesn’t build a level of trust or open communication!

The final response I’ve observed is outright refusal to engage in dialogue.  When this occurs, a person may simply walk away from a discussion that begins to get uncomfortable.  When one or more parties decide to disengage, there’s no chance of collaboration and the situation will eventually spiral downward.

In 1999, I surveyed 500 people in organizations throughout the country to determine the primary causes of workplace conflict between supervisors and their direct reports.  Across this sample, five major sources of conflict emerged:

  • Goal Conflict
  • Perception that Input Isn’t Accepted
  • Unclear Assignments
  • Perception that Evaluations Were Unfair
  • Unrealistic Workload

If you’re in a management role, ask yourself if the way you articulate the company’s mission, vision, and key objectives to your staff is clear.  Do your direct reports understand how their day-to-day activities support the company’s objectives?  Do they have an opportunity to make suggestions to improve systems and processes or eliminate barriers to their success? Opening these communication channels will positively affect the quality and quantity of work.

One of the chief complaints I heard from direct reports is the hurtful way that their supervisor gives them feedback.  When providing constructive criticism, I recommend that you:

  • Focus on the issue (one at a time, not a barrage of complaints from years past)
  • Avoid “hot button” language (such as “you’re just lazy” or “you’re dumb”)
  • Emphasize key points
  • Be specific about what you want (not “your work isn’t up to par” or other vague statements)
  • Acknowledge the other person’s point of view

We’re accustomed to win-lose confrontations in our society; however, I believe we shouldn’t accept a “one winner, one loser” outcome.  Instead, I promote what authors Fisher and Ury describe as “win-win”.

Characteristics of win-win confrontations are:  common goals are sought; compromises occur; and everyone wins.  To pursue common goals, both parties involved in a disagreement must be willing to divulge what they really want, as opposed to simply staking out a position.

When my husband and I were first married, we had a serious disagreement about where to take our first summer vacation.  My position was that Gatlinburg was the definitive vacation spot.  His position was that Myrtle Beach was the place to go.  We saw that being intractable wasn’t going to get us anywhere, so we began talking about what we wanted out of a vacation.  I wanted sunshine, a golf course, and some shopping.  So did he!  We began exploring, together, different places that would fill these requirements.  We went to Hilton Head and had a wonderful time!

The key to success is that both sides find shared concerns and then move together towards addressing those concerns.  You may not always get what you want, but I’ll bet that you get what you need.

Dr. Linda Gravett, PhD, SPHR is with Gravett & Associates (www.Gravett.com). If you have any questions or wish to share your comments, you can contact Linda at Linda@Gravett.com.

How Long Should Training Programs Be?

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Question:

My manager has asked me to pull together training for our customer service department on phone skills. How long should I make the training?

Answer:

The key with training isn’t so much about the duration, but the relevance, value and timeliness of the topic. It’s no secret that training is sometimes seen as a double-edged sword. Done right, few argue the value of training. The challenge can be the time it takes away from our regular duties to train or to be trained. It helps when an organization sets a culture that values employee training and makes it a priority. Rather than focus on how long the training should, we recommend focusing on the value of the training.

First, identify what the training need is and how best to address that need. Sometimes training can be fairly brief, to cover a new process or policy. Make sure relevant details are shared, questions are answered, and possibly a demonstration included, to ensure understanding and compliance.

Other circumstances may require a different approach. Are you looking at training for an individual, a group or department, or the entire organization? That may help determine the topic details and the duration of the training. For example, let’s look at supervisors who have been in their the role for less than a year – they will require New Supervisor Training. Identify which specific topics need to be covered for this type of training, i.e. HR Compliance, Coaching and Counseling, and Performance Management. Is it better to conduct this training in day long sessions, or possibly more incrementally over time? Once you have established this, you can move forward with planning.

Other things to keep in mind:

  • It is critical to match the training to the needs of the organization. While there is no one-size-fits-all formula for determining training needs, a needs assessment can be of great value on all levels, to aid in doing so.
  • Try to provide coverage while an employee or employees are attending training. This will help ease the stress of being away from the job.
  • Timeliness is also important. If there is a deadline to implement a new process or policy, make sure the relevant employees are trained well in advance of that deadline, to allow time to address any questions or concerns.

Bottom line, the training that is provided must be the right fit for those to whom it is intended. As long as you are providing the right training and the right topics you will accomplish your bottom line.

Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or to recommend training options for your staff. Visit our Training & Development page to learn how we can help you train your employees efficiently and thoroughly.

Training for New Managers

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Question:

It seems that when we promote a new manager there is so much for them to learn. The actual job duties are the least of it. How do you teach someone how to manage? It’s almost overwhelming! Can you offer some suggestions on topics that we should cover with a new manager?

Answer:

Acclimating a new manager can be very challenging. However, don’t underestimate its importance. Your front line managers play a key role in so many aspects of what we do in HR and in running your business in general. Providing adequate training is an excellent way to start your new manager off on the right path to success.

Let’s start with compliance. It is critical that managers are trained on government compliance, as they are most likely the first point of contact with employees. They need to have at least a rudimentary understanding of Family Medical Leave, the Fair Labor Standards Act, Title VII of the Civil Rights Act, and the Americans with Disability Act, for starters. Make sure they know what the red flags are and when they need to get HR involved. Managers also need to be aware of their own behaviors, and what can get them in trouble.

Beyond compliance, there are any number of topics that can help a new manager be effective. Suggestions include: Coaching and Counseling Employees, Motivating Employees, Performance Management; Documentation, and Interviewing to name a few.

So many employers don’t take the time to train their managers. Worse, they will promote a good employee, with no regard to whether they have the potential to be a good manager.  Training your managers is a worthwhile investment in time, money and resources, resulting in better productivity, positive morale, reduced liability, and a more effective workforce. Remember, employees rarely leave companies, they leave bad managers. Don’t let a bad manager wreak havoc in your organization.

Get your Managers on the road to success by asking Strategic HR to customize a Supervisors 101 training program to suite your specific needs. We have the expertise and know-how to recommend the right training options for your staff whether they are new or established members of management. Visit our Training & Development page to learn how we can help your management team get off to the right start.

Why Harassment Training is Important

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Question:

Why should I conduct harassment training? It just puts ideas into the heads of my employees.

Answer:

Contrary to your statement, employee harassment training doesn’t just provide employees with information to help them pursue a harassment charge or to harass others and avoid being charged. It is a valuable tool that can be used to help provide awareness of activities that are not considered professionally acceptable at work – think instead, business etiquette training. How often do you see employees doing things considered unprofessional while on the job? Whether it is improper business communications, HIPAA and privacy violations or simply inappropriate gossiping, many employees don’t come pre-wired to know what is acceptable in the workplace and what is not. Unless you train them they may not ever know and that can get you into hot water.

So what is the harm in a little water cooler banter and light teasing between cubicle-mates? First of all, think about bullying in school; it often escalates. Something may start out small, but before you know it the molehill had grown into a mountain and what started out as harmless fun suddenly turns into a prank that embarrasses or hurts another’s feelings. When the fun turns ugly the resulting atmosphere can create an unfriendly work environment that leads to low employee morale, low productivity and, if word gets out, a disastrous public image – one that drives customers and business away.

In addition to an unprofessional workplace, not taking an aggressive stance on harassment, and not being proactive in training employees about harassment, can result in costly lawsuits. Sexual harassment is considered a civil rights violation under Title VII of the Civil Rights Act of 1964. It is applicable to any employer that employs 15 or more employees and mandates:

  • No rude, insensitive, or abusive behavior of any kind should be tolerated, even if it falls short of illegal harassment.
  • Managers and supervisors play a critical role in identifying harassment, investigating incidents, taking corrective action, and enforcing company policy.

An employer can be held legally responsible for the actions of its employees or if the company engages in sexual harassment when hiring employees. In the long run it is less expensive to implement harassment training, create harassment policies and foster a no-tolerance workplace than to defend yourself from one harassment lawsuit – whether or not you prove to be at fault. By creating specific harassment policies and providing and documenting harassment training employers can decrease their chances of litigation, and if taken to court will help prove that employees have been made aware of the company’s stance toward harassment.

Also keep in mind that while federal law advises periodic harassment training, some states may require such training. For example, in California employers with 50+ employees must provide two hours of sexual harassment training for supervisors every two years. Be aware of the specific requirements of your state or locale when it comes to harassment and educating your employees.

Are you overdue on harassment or other annual training? Does your current training curriculum need to be refreshed to reflect changes in company policy or legal requirements? Strategic HR has the expertise and resources to help. Visit our Training & Development page to learn more.

Expatriate Training and Development – Don’t Skip The Soft Skills!

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HR Question:

What are the essentials to include in our expatriate training and development efforts?

HR Answer:

There are many things that companies could do to enhance ex-pats’ productivity and quality of life during their overseas assignments with carefully planned training and development activities.

There are two types of training that expatriates need: hard skills and soft skills training. Hard skills are technical areas that are specific to one’s job, such as the level of expertise with computer programs like PowerPoint or Excel. While these are certainly important, the “soft skills” training for expatriates can be even more critical.

In preparation for designing a training initiative for expatriates, you should consider the adopted country’s:

  • Language (formal, conversational, and regional differences)
  • Cultural mores such as food, dress, and observance of holidays
  • Professional expectations such as interactions with high-level staff
  • Currency and exchange rates

Language Competency

In advance of an employee actually moving to another country, the employee should learn at least the basics of the other country’s language. Conversational Spanish, for example, will take a person a long way in building a comfort level socially and professionally in South America. Native citizens definitely appreciate a visitor’s attempt to learn to converse in the country’s native tongue.

Navigating Cultural Norms

Expatriates should also be educated about their adopted country’s culture and mores, both socially and professionally. For example, when a colleague first moved to Japan she went to a native islander’s funeral and wore a black suit. She noticed several attendees at the funeral staring and pointing at her! She later discovered that white is the appropriate color to demonstrate mourning…black signifies joy in their culture! She was embarrassed and was sure she offended the deceased’s family.

Professionally, it will be important to prepare your ex-pats to understand and follow good business acumen while working abroad. For example, in some countries, it is customary to get to know potential customers first and to build a relationship before business is ever discussed. In some areas of the world, one does not approach the top person in the organization to discuss a business deal. The business conversation is handled by lower-level managers. Understanding and navigating through these business social norms will be important to your ex-pats’ success.

Understanding Money Matters

The expatriate (and his or her family) also will need to have some education about exchange rates and the currency of their adopted country.

Be sure to include spouses in at least some of the training. A large percentage of expatriate assignments are unsuccessful because the wife or husband is not happy in the adopted country!

Shopping is different in many areas of the world than it is in the U.S. While most shoppers in the U.S. see a sticker price and expect that’s the price they’ll pay, in many countries the stated price is merely a starting point for negotiation. Vendors are offended if the potential buyer doesn’t engage in “haggling” before purchase.

To summarize, it is obviously important for your employees to be trained in the necessary hard skills to do their jobs effectively. However, don’t underestimate the importance of developing and strengthening critical soft skills in your expatriate training and development initiatives to help your ex-pats acclimate to their new work and life experience. As you fine-tune your ex-pat training experience, you may find the Society for Human Resource Management’s best practices to be helpful.

Get your Training and Development program off to the right start by asking Strategic HR to help. We have the expertise to conduct a Needs Assessment and/or recommend training options for your staff. Visit our Training & Development page to learn how we can help you train your employees.