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How to benefit from corporate training programs
Regular employee training has long been a practice not only for large metropolitan businesses, but also for small regional companies.
However, training does not always lead to improved performance. What should management do to ensure that the money invested in training is not wasted and that trained employees apply the knowledge gained to the benefit of the company?
Choose current training topics
Only solving an existing problem will benefit the company. The easiest way is for companies that regularly audit key business processes – they always have a list of current issues at hand. If there is no such practice, then it is worth conducting an audit of sales or customer service, the main production or supply process, planning or control systems. It is important to calculate the causes of the most frequent failures and deviations from the normal performance of work. And if the cause of failures is the lack of necessary knowledge or skills among employees, the topic of training is obvious.
Another goal of learning is to explore new possibilities. For example, if customers are interested in a new service, but the existing competencies are not enough.
But you need to calculate what is more profitable: hire ready-made specialists or train existing ones. Most often it turns out that it will be faster and cheaper to train your staff.
Employees should also be interested in training. Learning is a change of activity. And if the employee was interested in studying, then it will be perceived as a vacation. Regular training and an environment of constant self-improvement are important for psychological comfort and the desire to perform labor feats.
Choose the right mentors
Ideally, you have a competent teacher on your staff – either a business coach or an experienced leader. He can explain not only the basic methodology, but also adapt training to the specifics of the company. He will also be able to provide support for employees after training.
For the most demanded competencies (such as presentation or negotiation skills), it makes sense for even medium-sized enterprises to have a full-time trainer.
But on narrow issues that are dealt with by 1-2 specialists and not every day (like organizing a treasury in the financial unit or debugging the grading system in the personnel service), it will be too expensive to keep a permanent teacher. Often, direct supervisors or experienced employees act as teachers. This is a very useful practice, but employees who combine their main duties with teaching do not always have time for full-fledged training. Preparation of training material can take many times more time than the training itself. Therefore, in this case, it is more correct to choose training in a specialized training center.
Choose practical formats
Short intensive formats provide the fastest return – with full immersion in studying on a specific topic for several days. And it’s not just that employees won’t have to take long breaks from work. The greater the amount of material being studied, the more difficult it is for employees to apply it in practice.
It is very difficult for people to remember the material covered a few months ago. It is best to alternate a three-day study with a one- or two-month implementation of the acquired knowledge into practice.
Train teams
Teaching a team is more difficult than teaching an individual – it is necessary to improve not only personal, but also joint actions, and also to overcome group resistance to change. But the effect of such training will be higher. Employees have someone to consult and get help in difficult situations, and it is easier for managers to ensure discipline. Often there is a spirit of healthy competition that benefits the entire department. Team learning is essential for large projects with complex planning, extensive reporting, and regular meeting practices.
Create Opportunities for Practice
The manager wants a newly trained employee to immediately get to work and perform it at a high level. But first he must develop skills in new areas.
Some companies organize special training grounds, for example, a training workshop in a factory or a separate cafe (individual store) in a chain. A good practice can be internships, where those who have completed their studies work under the supervision of a mentor.
Training must be complete. It is necessary to break it down into small operations that the employee must repeat many times. Progress should be tracked by indicators such as execution time, number of errors, etc. This is also important for motivating professional growth.
Encourage application of acquired knowledge
Here, a newly trained employee submits a report to the manager in an unusual format (learned in the courses and considered more convenient and modern), while all other subordinates submitted a standard habitual report. Will the manager spend time studying the innovation, will he support the transition to a new form if it is successful? From the answers to such questions, it becomes clear whether the corporate system encourages or punishes employees for introducing new knowledge.
Mistakes in learning new things are inevitable, and it is very important for a manager to be tolerant of them. However, an uncontrolled increase in the number of failures is unacceptable, since errors are a waste of time, money and reputation. We need a balance.
The manager should make it mandatory to have conversations with employees after completing the training to encourage them to use what they have learned. During these conversations, topics of learning and new ideas that can be introduced into the work of the company should be discussed.
We must also remember about rewards for the obvious professional development of employees. If the company has a practice of regular assessment of staff qualifications, well-thought-out career plans, bonuses for proposed and implemented innovations, then trained employees will be more interested in applying the knowledge gained to the benefit of the company.
The author is the director of the department of management training programs of the Russian School of Management
Training of employees in a small company on the Unicraft platform
Contents
After the introduction of the Unicraft platform, we were convinced that online training is relevant not only for large companies.
It’s great for small businesses too – it’s even easier to debug the learning process on a small team, and then expand.
Shinavova Ulangerek Bashirovna
Personnel training specialist of the Sportlandia chain of stores in Norilsk
To:
- Conducting face-to-face training sessions takes a long time
- Outdated training methods are used in the regions
- The training process is not systematized, there is no 9074 collected data 9074
After:
- Training is automated, employees take courses on their own
- Managed to introduce advanced training methods in the regions
- Knowledge of the assortment of employees is constantly maintained at the proper level
Sportlandia is a chain of sports stores. It appeared in 2003, and now has more than 130 stores in Russia and the CIS countries. Stores are franchised. So in Norilsk, two stores of this chain were opened.
How training is organized in these stores, says the training manager, Shinavova Ulangerek. The role of training in Sportlandia
Sportlandia has very advanced creative directors. They are imbued with the idea of continuous learning – they study themselves at large seminars and pass on the knowledge gained to employees. Previously, training took place in the form of live lectures and seminars in the office, but it took a lot of time, I had to prepare even on weekends. Therefore, now we have switched to a distance learning system.
In our small city of Norilsk, staff training is a very rare occurrence. And learning with the help of distance technologies generally shocks many managers. When we thought about introducing online learning, we studied the experience of other companies and they were all large – from 1000 employees. Therefore, we doubted whether this format is suitable for us – a small company with 20 employees.
It turned out to be a great solution – to debug the learning process on a small number of employees, and then connect new people.
Choosing a platform for online learning
When we decided to switch to distance learning, we started testing popular online platforms. In our small company, only one employee is involved in training, so we were looking for a simple, fast and effective solution.
The Unicraft platform stands out from the rest. Unicraft had a simple, intuitive interface. In addition, we were impressed by the fast customer support, which was always in touch. We could (and still can) write a question to the chat at any time and get a prompt response.
We made a decision in favor of the Unicraft platform, and have not regretted it.
We’ve had a great relationship with Unicraft for two years now. During this time, the platform has grown significantly – a lot of additional functionality has gradually appeared, while maintaining the simplicity of the interface.
Implementation of the Unicraft platform
First of all, we transferred ready-made materials for product training to the platform.
Sportlandia has a large product line, the features of which need to be trained for employees. Therefore, presentations and catalogs from brand manufacturers first appeared on the platform. Further, as needed, we added new courses. They formed naturally. For example, in such cases:
- Received mystery shopping questionnaires and found out that employees make common mistakes in their work. This is an occasion to prepare instructions on how to do it right
- A new product has arrived in the store – you need to quickly convey its properties and features to employees so that they can carry out sales
- Started using the new tool at work – you need to train employees how to interact with it correctly
- We found a gap in the knowledge and skills of employees – we are creating a new course that will help fill them
Thus, we filled the platform for online learning with material.
How is learning on the platform
There are currently 297 courses on the platform.
All employees of the company are trained according to them – sellers, cashiers, administrators, storekeepers and even heads of departments. - The most extensive training for salespeople and cashiers – they study the product range and sales technology
- Storekeepers have more practice-oriented training – work in 1C, technology for receiving and issuing goods courses for personal growth that are not directly related to the work of employees. We are interested in developing our people as individuals.
All courses are divided into several levels – “for trainees”, “basic”. Gradually, the third level is being formed – “advanced”. Sometimes the transition from one level to another is accompanied by a promotion. For example, a salesperson took several courses, mastered the necessary skills, and became a senior salesperson. In addition to training existing employees, the platform helps us at the stage of selection of candidates and their internships.
Selection and adaptation of new employees on the platform
When we are looking for a new employee in the company, even at the selection stage we give applicants a short training of four courses – we introduce them to the company, to the assortment, to their position and to the laws in trade. This training program helps us track candidate interest. We set a deadline for completing the program on the platform – 5 days. And during communication we say that it usually takes 2-3 days to study. But if an employee completes the program in one day, this indicates that he is more interested in getting this position than others.
After the introductory courses and the initial selection, the internship begins. The first two internship days, the new employee receives information live – from the mentor and administrator, from printed materials. On the third day, we open access to the following courses according to the plan. Such an induction allows us to quickly weed out those who do not fit our values - they are not ready to learn, develop quickly, work in a team and produce valuable results from the first working day.
How Sportland engages employees in training
We involve employees in training, so there is a fairly high activity on the platform – employees regularly come and study. Even at the stage of selecting employees, we explain that training in the company is mandatory. From the very first day, we assign courses and set deadlines. People who are not interested in development simply do not get into our team. But this is not a formal training that takes place only because “it is necessary.” We try to interest employees:
- We explain why they should be trained. For example, product courses help managers improve sales results. Without this knowledge, it is difficult for them to grow.
- To give credibility to the words, we use more experienced employees as an example – they were well trained, thanks to which their salaries increased many times over. Such examples motivate beginners to develop.
- We regularly remind employees about training – in group chats, through social networks and private messages
- We exchange points for completing courses on the Unicraft platform for bonuses in our stores so that employees can receive a discount
Monitoring the results of training on the platform
The company’s management is interested in training employees, and constantly requests reports.
How training is organized in these stores, says the training manager, Shinavova Ulangerek. 
Sportlandia has a large product line, the features of which need to be trained for employees. Therefore, presentations and catalogs from brand manufacturers first appeared on the platform. 
All employees of the company are trained according to them – sellers, cashiers, administrators, storekeepers and even heads of departments. 
