My assessment of corporate America and many small business is this… the ratio of hours worked vs hours in training is way off. I do not have the data to prove this assumption but my observation over the years has tended to be correct. Everyone is having to multi-task working long hours because of rapid change, high demands and high turn-over due to the modern business models that use third parties to market and drive business at a rapid pace.
What I know from experience during my “work measurement” days, which I describe in my new memoir EVIDENCE UNSEEN: Finding the Faith to Overcome, is this… you have to improve your process and technology to keep up with growth and competitive changes. When you modify your process and improve your technology, you have to take the time to train your managers and staff to be more efficient and competent.
What does sufficient training need to look like to have an impact on retention:
- It must build a sense of trust. The training must stress the importance of management putting their trust in those individuals being trained to come out of training fully competent to do their jobs in a more efficient and effective manner that can be measured.
- There must be actual teaching that helps the trainees get all their questions answered; there is hands on training where failure is tolerated and feedback given; and, technical skills are enhanced via practicing. The saying, “practice makes perfect” is valid.
- We ultimately improve retention rates by establishing strong working relationships and bonding friendships during training where people want to work with and for each other. Thus, team-building exercises must be employed to create the culture of team that wants and needs each member to succeed to their potential.
Yes, sufficient training is key to high retention rates. There are other factors to consider but nothing provides a greater return on time and budget dollars than sufficient training.