Volume 27/Number 21; March 3/10, 2014
By Lisbeth Calandrino
I’ve been conducting training for five years, and I’m always a bit astounded at the reaction I get when I ask companies about the changes they want to see and how they will measure them. This question seems to bring silence to the room. If business owners would put as much thought into training their employees as they do in purchasing products, they would see an amazing increase in their bottom lines.
Why invest in anything that doesn’t bring a return? If you were buying products and they didn’t sell, you would stop buying them, right? If your advertising wasn’t working, you would stop that as well. But I don’t believe businesses know how to tell whether their training is working.
As a trainer, I want to be part of your success. I realize if I can’t make changes, then I won’t be invited back. The outcome of training should be a measurable change in job performance. The only way this will happen is if the skills are identified and broken down into measurable steps.
I start by determining the client’s needs so a program can be developed. I examine task directives and break them down into “workable chunks.” To improve sales, I would look at the parts of the sale: opening, building rapport and closing the sale. I would also measure sales before and after the training. Training is important; it’s the link to the success of your business.
Many businesses don’t measure. But without measuring, we never know if we’re improving. Businesses measure how much they sell, so why not measure the success of your training? If you want your salespeople to sell better merchandise, then hire someone to teach them. Once they learn the skills, measure your success rate. Are they selling more than before the training? If not, ask yourself whether the training was specific enough.
On what skills should your training focus? Focus on skills that will make your team successful. Don’t just focus on salespeople; provide training for everyone who speaks with customers.
Focus on training the core skills that have the most impact on your business. If you want to improve sales, then define the sales process and train. After the training, managers need to follow through so they can hold the salespeople accountable for their new learning. I would also include training for manufacturers’ reps—not training on products but training on how to help retailers sell to their customers. Retail selling is different than selling wholesale; why do manufacturers think their salespeople can sell retail?
If you want your own online specialized training but don’t want to teach it, define what you need and hire someone to develop your training, including short videos and workbooks. Make them specific so everyone will benefit.
Also, tap into the expertise of your experienced workers. Before they retire, have them write about their jobs. Can you teach an old dog new tricks? Sure, if it’s a trick the dog wants to learn.
Cross-train and analyze the skills of existing employees. Employees who know how to do more than one job are more valuable than the proverbial “one-trick pony.” You might also discover employees who have more skills than you thought.
Add communication and personal skills training. Who can’t benefit from improved communication, getting organized or better morale?
Make training fun. That can enhance the overall experience for those who have been required to attend the event. Lots of interaction will create dynamic training sessions that people will actually remember.
Your employees are the most important product you have; spend whatever it takes to make them more productive.
I create customized training that will impact your bottom line. If you want to know if I’m right for your company, I can be reached at Lcalandrino@nycap.rr.com or 518.495.5380.