Published June 2004

A strategic training plan can help match resources with specific needs

Q. Our department’s recently completed needs assessment indicated that additional employee training is appropriate. We agree, and the budget will reflect this new priority. How can we be sure we allocate the training dollars to the right resources?

A. Employees today must be given tools to perform their jobs well. But tools go beyond a desk, telephone and computer. As the world creates new data, systems and processes, business tools must include information, knowledge and opportunities to practice new skills.

Providing a planned and intelligent training matrix for employees not only boosts production, it makes them feel competent, valuable and appreciated. A valued byproduct is the promotion of job satisfaction and loyalty. Research shows that the most-cited reason for people leaving their jobs within the first 90 days is lack of training.

Developing a training strategic plan will go far in determining exactly what kind of training and who (or what, which we’ll get into later) will conduct it. The plan should provide training goals, a list of the training needed within specific organizational units and time and cost projections. The key is to match the correct resource with the specific training desired and the intended audience.

Let’s consider how to approach the most common training needs:

• Product training. When training how to use specific products, such as new equipment, tools or software, first determine whether the vendor includes training in your purchase. If so, don’t automatically assume that their training will suit your needs. Let the vendor know your specific training goals and determine whether they can largely meet them. If not, you may consider an abbreviated training from the vendor, augmented by internal training if a qualified instructor can be found.
• In-house. The effectiveness of in-house training lies with the expertise and quality of any professional trainers or managers you have on staff to conduct the classes. Some organizations have also found competent trainers among their non-managerial staff. Whomever you want to conduct in-house training, ensure they are capable, knowledgeable and eager to train others and can be freed of the time necessary to prepare and conduct the training.
• Outside training. Absent competent internal trainers, consider hiring an outside trainer or facilitator to conduct the employee or managerial training. (Contact organizations such as the American Society of Training and Development to get referrals of appropriate trainers.) Provide outside trainers with specific case studies and examples that relate to your organization that they can incorporate into their sessions.
• E-training (the what). Also known as e-learning, this method relies on accessing the Internet or specialized programs delivered by a computer CD-ROM or DVD. Advocates argue that e-products are faster, cheaper and more productive than traditional training. Many of them are self-paced sessions that rely on the participant answering test questions before being allowed to proceed. One advantage is that sessions or parts of sessions may be easily repeated for participants that need more practice and understanding of certain concepts and skills. E-training vendors are easily found through Web searches. Narrow your search to the area you want covered and insist that finalists provide review copies of their product that you can test before buying.

Eric Zoeckler operates The Scribe, a business writing service with many Snohomish County-based clients. He also writes a column on workplace issues that appears in The Herald on Mondays. He can be reached at 206-284-9566 or by e-mail to mrscribe@aol.com.

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