You know, it seems so simple.
Establish a training program, field the training staff, place employees in the seats, and viola, we have training.
Not so fast.
Just because you have elected to participate or have elected to place employees in the class does not always guarantee a successful training program.
Ideas that work
We need to be vigilant on how the change in knowledge will affect the employees who receive the information.
We also have to keep the motion of the training program moving forward.
If the sessions are continuous, keep a record of which employees have completed which sections.
This way, you can have a running dialogue of training guidelines or goals to keep everyone in the forefront of the program.
Keeping someone motivated after training is a constantly moving target.
Motivation from within
Everyone feels they need motivation, but fail to realize motivation comes only from within.
So, we must figure out the message each individual employee needs to receive to keep them motivated.
Employees may not have the same trigger as our motivational needs or methods.
One way to keep the training spirit alive is to paint a vision of what the new behavior or knowledge base offers to the employee.
For example, if the training is technically-based, we could talk about the future earning potential of the employee with their new knowledge base.
If the training is for a softer skill, such as leadership, we could tell them the story of how the new skills bring them new responsibilities and new challenges for individual growth, along with the possibility of new income levels.
Change the mindset
The key is to get the employee to understand how the use of the training will benefit them and the company.
Many times employees feel training only benefits the company.
Think of the employee as an internal customer who ponders, “What’s in it for me?”
That way we may fully understand that selling is not only products and services, but also selling ideas for the future growth of the company.
When employees realize the newly developed skills have value to them also, they will better understand how to properly use them.
Most people have a difficult time implementing personal changes, so we must be vigilant on explaining how their personal changes bring good things to the company and the employee.
They must also understand the consequences of not changing their skills or habits.
Personal potentials may not be realized without implementation of new skills, programs or habits, and the employee needs to understand this part of the process also.
Our job is the visioning process of where the new skills take all of us, including the company, owners, managers, and employees.
We must remain constantly aware of motivational opportunities, training moments, and times where just a kind word or simple gesture will help employees feel more empowered.
Training sessions never really end; they just keep going on as long as the company managers breathe new life into each lesson.
They keep going as long as owners keep the visioning process alive within all areas of the company.
And, they keep going as long as employees are in a willing position to listen and understand the value of growth — the company’s and their own.
Dane Gregory is the president and CEO of 3-D Corporation, which owns Dr. Clean Consultants, a company that provides technical and management training to companies worldwide. For more information, visit http://danegregory.com.