Investing In Employee Development Yields Big Returns
A loyal, engaged and productive team working toward a successful future is a win for everyone.
Why do we train?
Some training is compliance driven, some is needed to meet essential job requirements.
Regardless of the reason, the truth is training is a high yield investment.
Yet many cleaning organizations view employee development and training as optional rather than essential.
Training is often placed on the back burner because organizations are consumed by the day-to-day tasks and the pressure to do more with less.
As a result, they feel there is not enough time to dedicate to training and development programs.
They view training as an expense rather than an investment.
What these organizations do not realize is that investing in employee development and training is extremely valuable.
It leads to highly engaged and motivated workers, increased productivity and employee loyalty.
That being said, organizations that make training and development a priority tend to have more motivated and engaged workers with higher productivity and lower turnover.
Employee Development Leads To Organizational Success
It’s true — training and development programs require time, expertise and sometimes money, depending on the types of programs organizations choose to implement.
This is the investment.
By putting forth this effort, organizations will gain a better workforce and ultimately a more successful cleaning operation, for the following reasons.
Employees notice when their employers show they care about their future.
When managers demonstrate that they care about their employees’ careers and futures, the employees will care, too.
They will feel valued and important and will be more likely to see themselves with their organizations long-term.
An employee who sees his or her future with an organization is a loyal one.
To the first point, if an employee feels essential to an organization’s future, he or she will be more loyal to that organization.
Loyal employees want to stay with an organization.
They are engaged, and the more engaged employees are, the more productive they are.
The most productive, highly-skilled employees want to progress and improve.
The best workers on the team are the ones an organization wants to keep.
These employees know their value and often want to continue to build on that.
If an organization does not offer development or training to move forward, the best workers will leave for an organization that does.
Training And Development Strategies
It is for these reasons that the experts who developed ISSA’s Cleaning Industry Management Standard (CIMS) recognized an effective training program as fundamental to a quality, successful, well-managed cleaning organization.
The standard requires organizations to have, at a minimum, an orientation program; a written curriculum for technical and leadership training of management; and a written curriculum for technical and customer service training for cleaning workers.
Training must be in a format and language that is easy to understand and all training must be documented to show that it was provided.
Employee training and development programs should never be put together and executed just so organizations can “check the box.”
The programs should be thoughtful, strategic and akin to an organization’s culture and work.
The most effective training and development programs have the following elements.
They are driven by the organization’s strategy or mission: Whether it is the business strategy of a global or national contractor or a small cleaning organization’s mission statement, training and development must align with overall strategic objectives.
This way, cleaning workers can see that the work that they do every day contributes to their organization’s success.
They provide a positive return on investment (ROI): Thoughtful, strategy-driven training and development programs will bring the best ROI, and that is a skilled, highly-productive workforce.
The organization has other policies and programs that support training: Policies and programs such as recruiting, employee recognition, compensation, career development and succession planning should align with and support organizations’ training programs to increase success.
They are delivered through multiple channels: To ensure all employees learn and develop in ways that work best for them, training must be offered in various ways to match various learning styles
Some examples include: classroom, on-the-job, online, written, visual and video.
Employees share accountability for their training and development: It is not only up to cleaning organizations to train and develop employees.
Workers also need to identify their career goals and seek learning opportunities that line up with what they want for their futures.
Training and development are continuous: To build on the value and investment of core training and development programs, they must never stop.
While employee development and training programs require many elements to be successful, that doesn’t mean they have to be complicated or costly.
As long as cleaning organizations take the time to implement programs that make sense for them and employees, they will see a huge payoff: a loyal, engaged and productive cleaning team working toward a successful future for everyone.