by Jonathan Jones
Some leaders hesitate to invest in staff training for fear that if they do, they might be training them for another employer. But which scenario would be worse: that you trained them and they left? Or you didn’t train them and they stayed? Cultures that do not encourage ongoing training and skill-updating soon become stagnant.
The decision to invest in training begins with leadership, in both the selection of appropriate curriculum and supporting that training to the fullest extent. Leaders who actively embrace the new program and even participate in it set a positive example for the rest of the company. A well-trained workforce protects the company from competition that may out-train them, and also from a rapidly changing business environment than may overtake them unexpectedly. Seeing a leader take their development seriously will inspire employees to improve their skills and progress personally and professionally.
External training should be designed to help employees achieve individual goals. As a general rule, most employees should receive at least 40 hours of training per year, new workers a little more. Each employee should have a specific development plan that is to be owned by the employee rather than the manager, whose role is to serve as coach.
Additionally, company specific training keeps the investment in-house. Some organizations encourage their employees to create classes for their peers, often held at a regular time such as during lunch. In teaching a skill, employees often become even better at that skill. Teaching colleagues also gives employees a chance to be recognized for their excellence in a certain area. In the process, you are creating a professional development culture.
Over time, you keep your best people and you can build a stronger culture. When people are developed, the culture develops.
Jonathan Jones (Jonathan.jones@vistagechair.com or 314-608-0783) is a CEO peer group chair/coach for Vistage International.
Submitted 8 years 358 days ago