| Let's face it, the economy has us all concerned. My | | | | this approach can be useful; however, it is not the |
| human resource friends tell me their company's | | | | most efficient nor the most effective. Look for |
| decisions to lay off and downsize their workforce | | | | assessment packages that uncover the positives, first |
| while trying to retain the best people is nothing short of | | | | on an individual employee level and then on a |
| pulling a rabbit out of one's hat! It is a pretty daunting | | | | departmental level. Sometimes the problem is not |
| task to assure one person that their job is not in | | | | training Joe how to communicate better, rather it's |
| jeopardy as he or she watches co-workers pack up | | | | looking at how Mary (one of the teams best |
| their personal belongings because of a pink slip. "No, | | | | communicators) does it and utilizing Mary to bridge the |
| John, you don't have to worry about your job!" Yeah, | | | | gap with Joe. A good needs assessment should help |
| right! | | | | you refocus your training needs to benefit the whole |
| Now more than ever, companies have to focus on | | | | team. |
| giving their remaining workforce the training they need | | | | 4. Request a review of the training company's |
| so that they can survive and thrive. How? Consider | | | | curriculum for the topic you're interested in bringing to |
| implementing these five up-front strategies to help | | | | your organization. Is it up-to-date, utilizing 21st century |
| save your company time and money. | | | | best practices? In general for some topics what |
| | | | worked in 1999 still applies in 2010. For example, good |
| 1. Request programs tailored to fit your needs. When | | | | business writing still requires the writer to get to the |
| considering training, look for companies willing to tailor | | | | point, understand the audience, understand the subject |
| their program to fit your organizational needs. Be | | | | matter, and avoid jargon. In contrast, in 1999 time |
| careful here because some companies will claim to do | | | | management skills required no knowledge of social |
| this, but all they really do is change the cover on an | | | | networking and its impact on a company's biggest |
| already used program. Think in terms of content, | | | | asset--its human resources. However, in 2010, a good |
| content, content. Is it original or rehashed? | | | | training company would be hard pressed to teach |
| 2. Request a guarantee. What kind of guarantee do | | | | good time management skills without understanding |
| they provide if you're not satisfied? Ideally you will get | | | | social networking. It is essential, in this instance, to show |
| great training, but what happens if the trainer and/or | | | | employers and employees how to integrate Twitter or |
| the training is not what you bargained for? Some of | | | | Facebook into their daily operations to save and make |
| the better training companies will give you another day | | | | money rather than waste time and money. |
| of training if you are not satisfied the first time around. | | | | 5. Request training follow-up. Is the training company |
| If that's not acceptable, ask if you can get a portion of | | | | willing to provide follow-up support? Look for follow-up |
| your company's investment back, i.e., at least 80%. I | | | | support in the educational materials, and one-to-one |
| suggest this because you may not want the company | | | | contact with the trainer. Let me explain. Can you |
| back for a replay. Reputable companies will be willing | | | | review the educational materials at your own pace |
| to refund some portion of your money, just make sure | | | | after the training is completed? Can you contact the |
| that you ask! | | | | trainer by phone or email for any questions you might |
| 3. Analyze the company's Needs Assessment | | | | have to help shorten your learning curve? |
| Package. Most packages will focus on what your | | | | As you look at ways to keep your staff trained, your |
| employees are NOT doing, and what they CAN'T do; | | | | overhead down, and your R.O.I. up, consider |
| in other words, this type of assessment looks at the | | | | implementing these five simple strategies before you |
| problem(s), not the solutions. There's no arguing that | | | | hire your next trainer! |