How to Re-Energize Your Team Through Training & Development
HR Question:
I’m concerned that our employee morale and engagement are waning. How can we re-energize our team through training and development?
HR Answer:
You’re smart to be concerned. The world continues to be a challenging place. So many of us have personal struggles and concerns that we may be dealing with at home. Not to mention concerns about the economy, politics, the influence of social media, and a general perception that the world is in decline. This weighs on employees and is bound to affect their morale and engagement. It’s a lot to expect employees to leave all of that at the door. In addition to that, the fluctuating job market means employers need to be concerned about keeping the good employees they have.
In recent Gallup surveys, employee engagement continues to decline. Some of the reasons cited are lack of role clarity, less connection to the organization and mission, and not feeling like someone cared about them. Additionally, survey data has also shown that employees want an opportunity for growth and development.
The good news is that organizations can address this by taking steps to support employees and leaders at all levels.
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.
Supporting Your Leaders
Organizations tend to underestimate the impact that managers and leaders have on engagement and retention. According to Gallup, 70% of engagement is tied to the behaviors of the manager. Additionally, DDI found that 57% of employees say they have left a job due to the manager.
Even on a tight budget, it’s critical to train and support your leaders. Many employees perceive their direct manager as “the company.” When they have a positive relationship with them and feel valued, the likelihood that they will stay with the company and give their best effort increases significantly. However, HR can’t assume that leaders know what employees need. Here are some things employees are looking for from their leaders:
Empathy – Given what we know employees may be dealing with, an empathetic leader is welcomed and appreciated. When an employee feels like someone cares about them, they can bring their best selves to work. However, this does not always come easily to leaders. Consider training such as:
- Managing with Empathy
- Building Trust
- Emotional Intelligence
Where do I fit in? – Employees want to feel that they are valued and that they are contributing to something more than just assembling widgets or processing orders. Leaders play a key role in helping employees see where they contribute to the organization and understand the bigger picture. Consider training such as:
- Delegation and Empowerment
- Giving Effective Feedback
Learning & Development for All Levels
Additionally, employees want opportunities to learn and grow with their employers. This can be done both formally or informally. Job shadowing, cross-training, and mentoring are great low-cost ways to provide development opportunities. Consider other training opportunities such as:
- Dealing with Conflict
- Exceptional Customer Service
- Utilizing AI to Enhance Your Role
- Being a Strategic Partner
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 recharge their teams with training and development for their organization. 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.
Thank you to Cathleen Snyder, SPHR, SHRM-SCP, 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 this year? Let the experts at Clark Schaefer Strategic HR help re-energize your team through Training and Development. We have the expertise to conduct a needs assessment and deliver impactful, customized training for your staff. Visit our Training & Development page to learn how we can help you achieve your training goals.
How Can I Use CliftonStrengths in my Organization?
HR Question:
I’ve heard about StrengthsFinder or CliftonStrengths. How could this help me or my organization?
HR Answer:
If you are considering using CliftonStrengths, you’re in good company! In fact, companies such as BMW, Home Depot, PepsiCo, and Wells Fargo are just a few representing the 90% of Fortune 500 companies who have used CliftonStrengths. As of 2023, 30 million people have taken the assessment.
CliftonStrengths, previously known as StrengthsFinder, is an assessment tool developed and introduced by Gallup in 2001 to help individuals and companies leverage individual talents and strengths in the workplace. The premise is that we all have a combination of innate talents unique to us. When we utilize those talents (and others utilize theirs), we can maximize our own development, achieve individual and group goals more easily, and get further in our day-to-day rather than when we use our “non-talent” areas – all while having more satisfaction overall.
Essentially, the assessment encourages you to lean into your strengths for optimal and maximum performance. The assessment findings can give you and your team more insights into why and how you do what you do.
How It Works
The CliftonStrengths tool categorizes 34 talent themes into four domains:
1. Executing
This domain describes the way you get things done. Some of these strengths include Responsibility, Achiever, and Activator. For example, if you’re well-organized, you may find that several of your strengths fall in this category.
Example: Responsibility – People who are especially talented in the Responsibility theme take psychological ownership of what they say they will do as well as anything identified as needing to be done. Every team needs someone with one of these strengths – they don’t let projects fall.
2. Influencing
Talents that fall in this domain reflect how you influence people and situations at work. Some talents in this domain may include Command, Self-Assurance, and Competition.
Example: Communication – People who are especially talented in the Communication theme generally find it easy to put their thoughts into words. These skills may show in their ability to write, present, or communicate important details and influence others through various forms of communication.
3. Relationship Building
This domain includes talents that help you understand and connect well with others. You may find strengths such as Empathy, Individualization, and Positivity in this category.
Example: Developer – People who are especially talented in the Developer theme recognize and cultivate the potential in others. Developers can often make great mentors and managers in your organization.
4. Strategic Thinking
These strengths help you see the big picture and organize thoughts and ideas for action. Some examples may include Analytical, Intellection, and Input.
Example: Futuristic – People who are especially talented in the Futuristic theme are inspired by the future and what could be. Who better to include than a Futuristic in ideation sessions or discussing new ventures?
We all have many talents that vary by type and intensity. This tool will measure both the types of strengths that you possess among the 34 talent themes, as well as the prominence of each, resulting in a personal profile where you can easily see your dominant strengths within each of the four domains.
Applications of CliftonStrengths
The internal insight CliftonStrengths can give you is impressive. But how can organizations use the assessment to strengthen their internal teams?
Team Building and Collaboration
CliftonStrengths helps teams understand the unique strengths of each member, fostering a culture of collaboration. It allows teams to assign roles that align with individual strengths, leading to increased efficiency and job satisfaction.
Knowing that a diverse set of skills is needed for teams to be successful in all ways, CliftonStrengths can also help to identify any critical gaps in your team. For example, if your team excels at coming up with awesome ideas, yet struggles to get projects to the finish line, your team may be lacking representation from the Executing domain.
Personal Development, Goal Planning, and Reviews
By focusing on strengths rather than only how to improve weaknesses, CliftonStrengths encourages greater success in personal growth and development. It provides a positive framework for performance reviews focusing on how employees can use their strengths to shine, overcome challenges, and meet goals. Managers and employees will have the proof to know where time should be focused for goal planning.
Leadership Development
For leaders, understanding their own strengths and those of their team members can lead to more effective leadership, better delegation to strengths, and fostering overall engagement.
The benefits of CliftonStrengths are numerous. Overall, it is meant to promote a positive workplace culture, increase employee engagement, and lead to higher productivity.
Only 1 in 33 million will have the same combination and order of their top 5 strengths – proof we are all uniquely valuable.
According to Gallup’s website, people who use their strengths every day are 3x more likely to report having an excellent quality of life, 6x more likely to be engaged at work, 8% more productive, and 15% less likely to quit their jobs.
However, it’s important to note a limitation. While focusing on natural talents and working in strengths can lead to more significant improvements than working in areas of no talent, it should not completely replace the need to address weaknesses, especially if those interfere with performance in the workplace.
How do you get started?
CliftonStrengths is just one of a few powerful assessments that can be an impactful tool for HR professionals, managers, and organizational leaders. Depending on your organization’s goals, you can consider different approaches with CliftonStrengths or other assessments. Check out Gallup’s options or contact Clark Schaefer Strategic HR’s training team today to learn more.
Most importantly, don’t just stop after taking an assessment. The true gains come when individuals and groups understand how to use their valuable talents and apply those strengths daily.
Special thanks to Andrea Whalen, Senior HR Business Strategist, for contributing to this edition of our HR Question of the Week!
Employee assessment tools can be used to help you assess a wide range of both soft and hard skills that are needed to be successful in your organization. To find out what assessment tools might be best for your organization, contact Clark Schaefer Strategic HR or visit our Employee Assessment Tools webpage today!
How Can Managers Reduce Turnover?
HR Question:
We recently lost a couple of very good employees. They said in their exit interviews that they were offered better pay, but I’m skeptical that was the only reason that they left. I feel that their manager could have done more to make them want to stay. What can our managers do to help retain employees and reduce turnover?
HR Answer:
As you conduct exit interviews, keep in mind that employees may tell you that they are leaving because they got a better offer from another employer, but there are often multiple underlying reasons why they chose to leave. Chances are something triggered them to think about leaving long before they began actively looking for another job. Furthermore, their boss may not have recognized that their employee was even thinking of leaving.
According to Gallup Workplace, 52 percent of exiting employees say that their manager or organization could have done something to prevent them from leaving their job. But only about one-third of former employees said they had a conversation with their manager about leaving before they quit. Wow! If you ever doubted the power of communication, this should allay your skepticism. Imagine how a conversation or two could have dramatically impacted the outcome to be a story of engagement and retention, rather than a goodbye.
Good leaders can reduce turnover and improve retention. The key is understanding what skills a leader must possess to do this. Here are some of the critical skills managers will need to mitigate attrition:
The Power of Active Listening
The simplest way a manager can be alert to the signs of potential turnover is to start listening. Active listening goes beyond just hearing. It requires the manager to devote time to check in with employees on how they’re doing. It also calls for their undivided attention to ensure they truly understand what their employee is saying and how they are feeling. Employees want to feel like their voices and opinions matter. When managers improve the quality and frequency of their conversations with their employees, chances are those team members will feel good that someone cares about them and wants them to succeed.
The Art of Giving Feedback
Managers need to be skilled at giving positive and constructive feedback effectively. Employees typically want to do a good job, and they like knowing that what they do matters. Research by Inc. showed that when people don’t feel they matter, they may also feel isolated, lonely, insignificant, rejected, or socially worthless.
Now more than ever, leaders must prioritize helping people on their team to feel their sense of worth. Clear and specific feedback can help employees to see how their work contributes to the success of their team and their organization. Helping an employee to improve their performance – and recognizing them when they do – can help them to feel valued.
Empower Employees to Solve Problems Themselves
These days, most people have become quite adept at finding answers to questions and solving problems all by themselves, using the Internet, social media, and self-improvement activities. However, at work, they may feel they don’t have the power to make improvements to their own work processes. A manager who uses a coaching style of leadership can help employees feel they are actively involved in improving their work processes. Oftentimes, employees will feel more engaged in their work when they are more empowered.
Stay Tuned into Workloads and Warning Signs of Burnout
It’s important to recognize when an employee is overworked. Burnout is often a key driver of an employee’s desire to look elsewhere. A study by the Wharton School of Business found people are far more likely to quit when given too many difficult assignments in a row, compared with a workflow that is balanced out with easier tasks. A manager who helps an employee simplify their work processes or lighten their workload can significantly improve an employee’s satisfaction at work and their desire to stay.
We’ve highlighted some red flags and critical skills that managers need to implement to help retain their staff. These skills are not innate; they are learned. So, take a look at the training your managers have received. Are they properly prepared to apply the necessary skills? Investing in ongoing training and coaching of your organization’s leaders can make a demonstrable difference in reducing turnover and increasing retention.
Thank you to Terry Wilson, SPHR, SHRM-SCP, Training & Development Practice Manager for contributing to this HR Question of the Week.
We’ve never heard anyone regret training their managers to be effective leaders, but we sure know of plenty who wish they had done it – especially when poor managers have led to ineffective and unproductive teams, low morale, and turnover. Clark Schaefer Strategic HR can help to set your managers up for success with our Leadership and Management Training. We also provide customized training to meet your specific needs – contact us to learn more.
Why Is Harassment Training Important?
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?
- 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.
- 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.
- 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?
HR 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:
- Establish requirements for participation from both groups.
- Establish specific activities and guidelines for the mentors.
- Acquire mentors and mentees.
- Match mentors and mentees.
- 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.
Four Tips for a Successful Coaching Session
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
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.
Creating a Customer Service Culture
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
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:
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
- Make your decision. After narrowing your list, make your decision on which LMS will be the best fit for your organization’s training needs.
- 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.
How Do You Reinforce What Was Learned?
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
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:
- On-the-job training (76 percent)
- Review of the company’s policies, such as dress code, time-off policy, etc. (73 percent)
- Review of administrative procedures, such as a touring the facility and setting up their work station (59 percent)
- 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.
Skipping Manager Training Is Too Big a Risk for What’s at Stake
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
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
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.
How Can I Incorporate Career Development Into the Job?
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?
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.
Solutions for Dysfunctional Teams
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
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:
- Observe and record how the best employees in each job category do the work.
- 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).
- 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.
- 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.
- Schedule trainees or potential employees to go through the assessment center.
- 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.
How can I make our training more effective?
(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”?
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.
Turning Conflict into Collaboration
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?
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.
Why Harassment Training is Important
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!
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.
