Training
Training, when used correctly, can be a very valuable tool to increase moral, production, and profits. When training is used as a knee-jerk reaction to solve a problem, real or perceived, it can be a costly quick fix. This managerial method of resolving issues causes a ripple effect throughout the company.
Robert W. Pike, CSP states in his web site article, Ten Lessons I've Learned (plus One!) If I'm going to Get Results from Training, "Training is not the only or best solution to every performance problem. Sometimes one-on-one coaching may provide a better answer (though the person delivering the coaching may need to be trained on how to coach)."
The actual problem may not be identified. If the perceived problem stems from a small percentage of employees or plant group, management will often decide to require the entire plant population to attend training to ensure all employees are trained in the same way or to the same standard. But, what if the entire plant has already been trained to the same standard? Some managers will respond, "Refresher training, obviously they have not retained what they learned!" But maybe the real problem lies in the fact that the manager does not want to deal with the disciplinary issues, which are needed to resolve the issue created by that small percentage, that are creating the problem.
Even if it is determined to be an employee performance issue, Frances & Roland Bee, Learning Needs Analysis and Evaluation, recommends looking at other interventions first. These could include:
§ Improved methods of working, better documentation of work processes, a simple checklist, may be all that is needed.
§ Evaluate methods of communication used for disseminating information.
§ Conduct a job task analysis to determine if redesigning the job by simplifying tasks or using a more team-based approach.
§ Evaluate organizational obstacles or even the physical environment, such as ergonomics...
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