There are thousands of reasons to train and develop employees. New employees need to understand how to perform the required work. Current employees need to keep their skills sharp.
Changes in technology, new product introductions or modifications to policies and procedures are all reasons for training.
A major portion of our careers has focused on creating effective workforces. As you might guess, we are huge proponents of training and developing workers. Well-trained staffers produce higher quality work, less scrap and less wasted time. They're better prepared for future challenges and additional roles in your organization.
However, all reasons for focusing on workforce development boil down to performance. We've previously written two of a five-part series on ways to improve employee performance in your organization. These paths include include providing clear objectives, removing roadblocks internal to the company, emphasizing training and development, motivating staffers and coming to grips with an employee unable or unwilling to perform.
Doug often says that business is about figuring out what to do and getting people to do it. Therefore, concentrating on those two goals makes good business sense. Here'll, we 'll address the third lever business owners and managers can pull: training.
First, though, a word of warning: Training and development is not always the answer. Don’t get pulled into the trap that says, "If my employees are underperforming, I should provide more training." Instead, first ask the following questions to determine why employees underperform...
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