A Simple, Low-investment Solution to Closing Skill Gaps; New-Hires and Incumbents

by Dean Prigelmeier, President of Proactive Technologies, Inc.

Proactive Technologies, Inc. has worked with many employers over the years, establishing and technically supporting cost-effective, task-based structured on-the-job training programs. For each employer, every effort is made to tailor the worker training system to accommodate the employer’s budget, job classifications (even unique training programs for each job classification in each department), business goals and manage the system through all types of change. Unlike some products or services that require the employer to change practices that work in order to utilize them, the PROTECH© system of managed human resource development  is built around what is working for the employer, incorporating established information such as work processes and specifications, safety standards, quality standards, etc. This approach minimizes the need for the employer’s culture to drastically change what works for them, focusing instead on improvements in an area of weakness.

“There is no doubt this approach is effective. After all, what is better: unstructured and haphazard worker training that cannot be explained, measured, improved or understood, or structured on-the-job training for all workers that is easily measured, implemented, improved and explained to auditors?”

The main steps used to build an employer-based structured workforce development system starts with understanding the desired outcome first:

1. Determine the Employer’s Need and Agree on Strategy: How has the client been (or not been) training workers until now; what are the current and projected staffing levels for incumbents and new-hires along with attrition rate and reassignments; is the culture supportive of training workers and see it as vital to competitiveness; are any task-based documents available and are they in use (e.g. work processes, quality standards, safety standards); which jobs are targeted and why; is the company following any quality mandates, such as ISO/AS/IATF and do they have any quality programs underway such as LEAN, Six Sigma; what is the budget for setting up the structured on-the-job training program and implementation. A strategy encompassing all of these points is prepared for the employer before an agreement and timetable is confirmed.
2. Job/Task Analyze the Target Job Classifications: The analysis is always performed using the employer’s subject matter experts to develop task lists of each targeted job classification, then each task is analyzed further for the best practice; also identified are relevant components that lead a trainee to reach “task mastery;” a review of data by subject matter experts is held to find reach concurrence on data; materials to structure the on-the-job training are created (the PROTECH© software system accelerates the data collection process and automatically generates all of the tools of the human resource development process from the data – materials are ready in minutes not years…at a fraction of the cost of manual development. One change updates all reports.).
3. Take Inventory of Incumbent Workers for Targeted Jobs: Incumbent workers are inventoried to the task listing to determine the extent of job mastery and to baseline their development to date; gaps are identified and a customized structured on-the-job training plan and materials are created to close the gap.
4. Briefing for Line Supervisors and Management: The essentials of the structured on-the-job training program for new-hires and incumbents is explained, along with the fact that we are “structuring the unstructured” the informal OJT which most likely was practiced prior; the overall strategy is discussed and an agreement with supervisors and managers reached on their respective roles in supporting the strategy and timeline for implementation; the monthly on-the-job training reports and their role in exchanging data is explained.
5. Implement Structured On-The-Job Training: The structured on-the-job training strategy, as designed and agreed upon by the stakeholders, is implemented; changes to job data, performance requirements, employee and management staffing and assignments are accommodated to keep the training materials updated.
6. Monitor Progress and Report: Reports are provided to each department detailing the monthly on-the-job training progress for each job, each employee, under the department’s supervision.
7. Biennial Job Data Revalidation: In addition to important changes incorporated during the project implementation stage, each job classification’s data set is revalidated every 2 years to ensure relevance, accuracy, completeness and effectiveness in worker development, and to ensure “content validity” for legal defensibility.

This approach is comprehensive yet simple and logical in its design. It always seems easy to understand and, if management shows continuity in their support for it, the system is quickly absorbed into the company’s culture. There is no doubt this approach is effective. After all, what is better: unstructured and haphazard worker training that cannot be explained, measured, improved or understood, or structured on-the-job training for all workers that is easily measured, implemented, improved and explained to auditors? Not a tough choice for most.

If any speed-bumps emerge in the implementation of the program it is in the level of sincere support displayed by managers and supervisors. This is rare since the value of the structured on-the-job training is usually clearly seen as worthy of support early in the set-up stage. But sometimes one or two more vocal members of management either do not want to be bothered with a silly thing such as training so they embark on a whisper campaign to undermine progress, or they are intimidated by efforts that bring structure to something that should have been structured all along and shines light on past inadequate practices. If upper-management does not put this down quickly, other supervisors and managers will lose interest or wonder why they should support it if the malcontent(s) get(s) out of participating and supporting the program. Then, ultimately, employees will lose interest as they wonder why they should care if management does not.

If management makes it clear with their actions to demonstrate their solid, unwavering support, both new-hires and incumbents will both be driven quickly to full capacity in the accelerated transfer of expertise™ – allowing the employer to:

• realize the full return on worker investment even through times of change;
• realize decreases in the internal costs of training while increasing work quantity and quality, worker capacity and compliance with ISO/AS/IATF quaity programs and OSHA;

And unlike online, distance or classroom learning, with this approach the cost decreases for each additional trainee!

For more information about the Proactive Technologies’ approach to worker training, click here. Contact an Proactive Technologies representative to set-up and live online presentation or an onsite presentation…or both. A 13-minute promo video is available if you would like more information to make your decision to contact us.