| Those that understand the importance of training | | | | How much money is lost depends on the type of gap |
| absolutely know this tobe a fact. It's not a belief or an | | | | and how itmanifests; but without doubt, regardless of |
| opinion, or a preference. It's certainly notan attitude. It's | | | | whether a company sellsflowers or microchips, a gap |
| a cold hard fact: training is important. | | | | in the skilled workforce costs money. |
| But there's a strange problem here; and you probably | | | | In the past, this gap was typically seen only in terms of |
| know what it is,either directly or indirectly. | | | | sales, such aswhether a lack of training caused a sale |
| Many people know that training is important - because, | | | | to be lost. Now, however, weknow without any |
| at one time oranother, and in one form or another, | | | | economic doubt that the costs of ineffective or |
| we've all been valuably trained insomething, or trained | | | | non-existent training gaps go far beyond lost sales. |
| someone else to do something useful - yet thisbasic | | | | These additionalfinancial costs include: rework, missed |
| knowledge is not widely reflected in the world of work. | | | | profits (smaller profits due toinefficiency), and |
| It's clearimportance is not fully understood, and | | | | misallocated resources (money spent trying to fix |
| therefore, not fully exploited tomake life easier and | | | | agap could be better spent elsewhere). There's also |
| more profitable. | | | | lost market share,lost potential word-of-mouth |
| Unraveling the Strange Problem: Changing Perceptions | | | | advertising from satisfied (or merely |
| The core of this problem has to do with that important | | | | served)customers, and the list goes on. |
| postmodern word:perception. | | | | Understanding why Training is Important |
| For decades now - centuries, arguably - training has | | | | It bears repeating: training can no longer be viewed as |
| been seen assomething that supports the workforce. | | | | a supportsystem, like a good benefits program or a |
| This position stems largely fromthe perception that | | | | leading-edge technicalinfrastructure. In the skilled |
| training is an extension of education. Sinceeducation | | | | workforce of the 21st century, training isessential. It is |
| has been traditionally viewed as a system of | | | | the core engine of a company, because it supports |
| supportinghuman growth and development, workforce | | | | theentire skilled workforce. And, frankly, there is no |
| training has slidconveniently, some might say logically, | | | | other way -whatsoever - for a company to comply |
| into this existing groove ofthinking. | | | | with this paradigm shift than tounderstand that training |
| So why is this a problem of perception? | | | | is important. Or rather, that it's essential. |
| Because in the modern workforce - and that of the | | | | Not All Training is Created Equally |
| foreseeable future -the idea that workforce training | | | | A typical and rational concern here might be that not all |
| exists as a support system isdangerously outdated. | | | | types of workersrequire the same training. Actually, |
| The notion of support implies that something | | | | this is perfectly true, and not aconcern; it's just a basic |
| isimportant; but not necessarily vital, and certainly not | | | | fact of the new world of work. |
| essential. And it'sbecause of this view that in many | | | | Absolutely: your sales team will not require the same |
| workplaces, training is viewed as anenhancer; | | | | training as yourcustomer service people. While there |
| something valuable, yes, but ultimately optional. | | | | might be elements that apply toboth - negotiation skills |
| Somethingto invest in or focus upon if revenues | | | | and cultural awareness spring to mind - there isno |
| support it, or if time permits it. Butcertainly nothing | | | | need to envision a cookie-cutter approach to training. In |
| essential. | | | | fact, the oldmodel of training - the one where static, |
| This perception is utterly out of date! | | | | one-size-fits-all training wasrolled-out through a |
| Training is no longer optional. It's not an enhancer, a | | | | company from CEO to Intern is tragically (andagain, |
| supporter, or anice to have thing. In the 21st century, an | | | | dangerously) out of date. Successful training - the kind |
| organization's capacity toeffectively train its people is | | | | thatretains profit and creates more profit - must reflect |
| part of its ability to survive. And if thatcapacity isn't | | | | the needs of aparticular team or function within a |
| there - or if it's defective - then the organization itself | | | | company. |
| willreveal that flaw in a number of destructive ways, | | | | This may sound expensive; and in fact, one of the big |
| including loss of bottomline profits. | | | | reason that old-fashioned roll-out training has been |
| Why the Skilled Workforce Makes Training Essential | | | | relied upon is because it'sseemingly easy to |
| It's a misnomer to think that so-called skilled workers | | | | administrate, and even easier to predict costs |
| are those humanbeings who emerge from university | | | | (asneedlessly high as they may be). |
| or college and bring with them somekind of technical or | | | | Yet as economists are clearly pointing out - without |
| practical acumen. That may have been true a | | | | emotion, withoutbias, in the great way that economists |
| fewdecades ago; but no longer, and never again. | | | | point things out - this old-fashioned training approach is |
| In today's world, everyone is a skilled worker. From the | | | | more expensive than the new,customized skilled |
| receptionist withthe high school education to the CFO | | | | workforce training. This is because focused trainingcan |
| with an MBA, the entire workforcehas become a | | | | be measured and tracked much more practically than |
| skilled landscape; and that means that there is | | | | genericcompany-wide training. Furthermore, this |
| arguablyno position that isn't in need of continuous | | | | customization allows trainingto be tweaked and |
| training. | | | | adjusted as business needs and market |
| Each member of a team, a unit, and a company can | | | | conditionsrequire. |
| no longer beviewed as individual silos focusing on their | | | | A Final Word... |
| singular task within a limitedsphere of activities. Rather, | | | | Keep in mind that the key argument here isn't that |
| today, each person is a part of a skilledworkforce; and | | | | training is good. Thisisn't pro-training boosterism; and it's |
| if there are gaps or lacks in any area, the | | | | certainly not a lobbying effort onbehalf of financially |
| entireworkforce will suffer. And make no mistake: this | | | | neglected Training and Development |
| suffering isn't merelyemotional or cultural (though that is | | | | professionalsacross the globe. The perception that |
| a part of it). This suffering isfinancial. | | | | training is essential is sourced inthe emergence of the |
| Training = Profit | | | | most powerful, and possibly most dynamic, |
| When there are gaps in the skilled workforce - gaps | | | | labormarket concept in history: the skilled workforce. |
| caused by lack oftraining - then, automatically, work | | | | And the message that it's telling us? Clear and simple: |
| become inefficient and money is lost. | | | | training is not anoption. |