(In this second part of a two-part series on the why and how of training, we will focus on how to implement formal training in the workplace.)

Hard work is often the easy work not done at the proper time.   ~Bernard Meltzer

While it may seem like "training" employees is an obvious step for any manager or business owner to take, it is not always easy to do.  The strength and success of customer service and leadership depends on an organization’s ability to consistently provide outstanding, company-wide training programs.  How can organizations provide effective training for their employees?  The first step is to understand how people learn.

The Learning Process

The need to learn comes from intellectual curiosity and the desire for self-improvement.  Because people are different, it is important to customize the training to fit the individual needs of the trainee by connecting the personal needs of the trainee to the training objectives.  Learning is an active process.  People are usually bored with long lectures, but are more interested when they actively particpate in the learning process.  Trainers should encourage questions to help keep trainees involved in the process.

The Five Senses

People learn best by using the five senses.  Learners absorb and apply 20% of what they hear, 30% of what they hear and see, 75% of what they hear, see and do, and 90% of what they hear, see, and do, with a training aid as reinforcement.  Methods that use a variety of the learner’s senses are more effective.  Learning occurs when training goals are clear.  Trainees should be able to relate the outcomes and expectations of their training to their own personal development and to the general benefit to the organization.

It is important to demonstrate the task to be learned, and to show an example of the final outcome.  The trainee can then see the steps have to be followed to successfully complete the task being trained.  Repetition strengthens the learning process.  The trainee should be allowed to practice until he is able to perform the task correctly on his own.  Speed comes with repetition.

Constructive feedback is accurate information given for the sake of improvement.  To be the most effective, feedback should be immediate and specific.  Teach the basic steps of tasks to help build on small wins before moving on to more difficult tasks.

Good habits are just as difficult to break as bad habits, so be sure to follow up and reinforce good habits often after the initial training takes place.  Without consistent follow up and reinforcement on the job, employee motivation and productivity will decrease.

Structure and Standards

To facilitate the learning process, it is critical to have a formal system for training in place.  The most important piece of a formal training system is your company’s written standards and operation manual.  Unfortunately, many companies either do not have, or do not use, a written operations manual.  Without a formal operations manual productivity and efficiency are at risk.  Most successful organizations, from retail establishments to the U.S. military, use the "four-step" training method for an entry level position in all departments.  The four steps are:  preparation, presentation, practice and follow up.  Each step is important.  By following this sequence, training becomes more manageable and more meaningful.

Preparation

The key to successful training is preparation.  The qualified trainer must gather all of the necessary materials (books, manuals, video cassette tapes, on-line training materials), schedule the training, and be proficient in each area being trained.  Reading and other introductory materials should be given to the trainee ahead of time, and the trainer must provide an environment that is conducive for the trainee to study ahead of time.  A quiet space, with minimal distractions, is best for concentrating on the task at hand.

Presentation

The trainer then explains the objectives of the training session to the trainee, including reviewing basic steps of the task being trained.  Remember to explain to the trainee how what he is learning benefits the rest of the people in the organization.  The trainer then demonstrates the task to be trained, reviewing each step out loud during the process.  It is important that the trainer points out any safety steps along the way.

Practice

After the trainer completes the demonstration, it is time for the trainee to practice and develop her skills.  The trainer must be sure not to interfere with the trainee’s learning curve.  It is too easy, when the trainee hesitates, for the trainer to perform the task.  However, it is important that the trainee try the new skill and make mistakes while working with the trainer.

The trainer must be present until the trainee’s skills have reached an acceptable skill level.  Too often the trainee is left alone to practice.  Without corrective feedback at this critical time, trainees usually experience frustration, and bad habits quickly begin to develop.  The trainer must stay close to ask questions and check for understanding, which should include having the trainee repeat back each step of the process.

Follow Up

After the trainee demonstrates the necessary level of competence he is put on his own.  The trainer then provdes feedback.  It is important to let the trainee know where to go for help, and to provide him with written training aids.  Remember, each person learns at his own pace.  Continue to provide regular, on-going supervision and positive feedback to your trainees.  Proper follow up will help minimize the feelings of frustration and confusion that many trainees experience.

So What’s In It for You?

Effective trianing is critical for the success of any organization.  It provides positive results long after the training period is over.  An American Management Association study found that companies who increased their learning efforts were "three times more likely to report increased profits and shareholder value than companies that cut back on training.  They were 66 percent more likely to report porductivity improvements, twice as likely to reduce their turnover rates, and 150 percent more likely to improve the quality of their products and services."

Your people are your most valuable assets.  Training incresaes their value to the organization and to themselves.  People, like well-maintained buildings and equipment, require investment spending.  Like well-maintained buildings and equipment, your people will return your invesment to you, and to your customers, many times over.  No, it’s not easy.  If is was easy, everyone would be doing it. 

This article is provided as general information and is not intended to substitute for legal of other professional advice.