Time to Train?

It is 8 p.m. and once again, you are going through your mail and messages for the day. As you flip through the papers, right there between the parts invoice and the quarterly tax bill is another flyer about a training seminar. You are normally open-minded about sending your people to training. Your people seem to like the classes, but how do you now it is making a difference?

First, you need to maximize your training budget. How can you make sure an employee's trip to a seminar will result in a change in behavior? In short, how can you make a change I behavior result in more production, higher quality work and bigger profit?

Let's look at a few points that can help you make training decisions:

TOPIC. Is the topic one that you can identify as a weakness in one of your employees? Have you had production or quality problems that are skill related?

TIMING. Is this a good time of year to take time out for training? Now, wait before you answer that. Just because you are buys does not mean that this is a bad time of year to send people to training. Quite often, your busy time is when you have all the new hires that need training. If you are having production or quality problems, when should you fix them?

Now. Not net winter when  you have different employees and no one remembers what the problem was. Do your preventative training in the off-season and your corrective training any time.

WHO SHOULD GO? A common sentiment among some contractors is: "Training is a waste to me, I have such a high turnover rate that as soon as someone is trained, they quit and go elsewhere." My rebuttal would bee: "If someone is only going to be with you a short time, shouldn't they be as productive as possible as quickly as possible? Let's face it; on-the-job training always takes a back seat to getting the job in on time.

Which class is for whom? So many times I see students in a class and they have no business being there. For example: installers in an advanced design class, foremen in a sales class. Installers with 10 years of experience in a pipe fitting class. Which person needs the training?

If you are thinking about promoting people, do you arrange for training in the new skills they will require? Look at the educational background of you training candidate. Will they have trouble in an advanced design class that requires intermediate math skills? Should you first send them to a local community college for a basic math brush up?

KEY ISSUES. What problem are you trying to solve by choosing training as the solution? If production is down because of low morale, bad attitudes or bad working conditions, will a drip design class solve your problems?
 Do you choose your classes based on price? You hate it when your customers do that. You know you do better work and therefore are worth more. Is it possible that a quality training program is worth more money for the same reason?

Allow me to offer some well-known quotes: "There is no such things as a free lunch," or, "If it sounds too good to be true, it probably is." If you do better work and have to charge more for that treason, is it possible that quality training might cost more for the same reason? Do you pick your training courses solely based on price? Remember: "You get what you pay for" - even with training.

Once you have selected the correct training topic for the right reason and the right employee, there are five steps that every supervisor should take to ensure that the training is effective and results in a change in behavior.

Investigate, preview, encourage, review and follow up - or IPERF.

INVESTIGATE. Check out the company and, if possible, get information about the instructor. Is education a key component of the business? How much experience does the company have in adult education? Notice the last question wasn't "How much experience does the company have in irrigation?" Technical expertise does not equate to teaching skills and instructional design competence.

PREVIEW. Get a class description. Purchase a class manual in advance if you can. Find out about any prerequisites or suggested pre-class readings. Does the student need to bring anything to class - perhaps a special calculator or a case study from work? Will the student lean by doing or just listen to a lecture?

ENCOURAGE. Let the employee know that you are aware of the upcoming training and that you are impressed with their desire to learn. Let them know that you are expecting a report on the training and that you wish to see the class materials afterwards. Be very positive about eh fact that they are learning new skills. Express your belief that they are well worth the time and money that is required for the training. If the employee has a direct supervisor, make sure he or she "buys" into the training and offer encouragement to the employee as well.

REVIEW. After the training, take a few minutes to get a report on the class. Was the content worthwhile? Was the presentation good? How can the employees start using the new knowledge today on the job? Ask what support you an offer to help the training stick and make a difference in job production and quality. Include any immediate supervisors in this meeting.

FOLLOW UP. Follow up directly with the student and/or the students' supervisor to see if the training is making a difference in production and quality. Look at things like time sheets, job costs, sick day reports and customer comments. Talk to the student's co-workers to see if they notice a difference in the employee's work. If you see and hear good things, offer praise and rewards. If you see a return to pre-training behavior, offer constructive feedback and encouragement.

This may seem overwhelming, but if you will implement these steps in all levels of management in your company, you will see some impressive results. Higher morals, increased production, lower turnover and better quality work.

Employees are flattered by being selected for training - even more so when their supervisors and manager show a keen interest in the education of the employee. A little planning and follow through on you part can make all the difference in the world. In addition, it will maximize an already-strained training budget.

In a recent national survey, employees were asked what items they consider of value and benefit to them at work. Educational opportunities made the top three.

Next time you are going through your mail late at night and you see a mailing on a training class, set it aside for the morning and do an a.m. "IPERF" as soon as possible.

The author is the Irrigation Association education director. For more information on the Irrigation Association and related training classes, log on to www.irrigation.org.