Thirteen Good Reasons Why Structured On-The-Job Training Should be Part of Your Business Strategy
by Dean Prigelmeier, President of Proactive Technologies, Inc.
Many articles have appeared in the Proactive Technologies Report covering how Proactive Technologies’ PROTECH© System of managed human resource development can address many of the workforce development scenarios; from individualized, customized structured on-the-job training for a specific employer for specific job classification(s), to regional partnerships servicing multiple employers while partnering with regional educational institutions, private training providers, workforce development and economic development agencies to provide the related technical instruction. There are many winners with this approach, but none so important as the employer and the employee.
Several articles have appeared in the newsletter explaining how Proactive Technologies sets up for each client a unique, structured on-the-job training program, provides implementation support to ensure it is running effectively and provides documentation and monthly reporting to drive each employee’s progress toward full job mastery. The most recent article appearing in the February, 2017 issue entitled “Tips for Establishing Your Company’s Training Strategy – Practical, Measurable, Extremely Economical and Scalable“. While the article hints on some of the benefits to the employer-employee stakeholders, it might be more advantageous to focus on the benefits themselves rather than leave them nuanced. More can be found in other articles at the News and Publications page of the Proactive Technologies, Inc. website.
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The High Cost of Employee Turnover
by Stacey Lett, Director of Operations – Eastern U.S. – Proactive Technologies, Inc.
Most companies are dealing with uncomfortably high levels of turnover. When one separates out those employers that facilitated high turnovers to lower labor costs, there are many reasons for this. However, there is no denying the many costs associated with this that exist and the effects that often compound. These costs are often unknown and unmeasured, but all employers should keep an eye on this challenge and explore its full impact on the organization.
It seems counter-intuitive, but there are some who even recently promoted a business strategy that encouraged employee turnover. In a July 21, 2015 Forbes article entitled “Rethinking Employee Turnover,” author Edward E. Lawler III, “Indeed, the turnover of some employees may end up saving an organization more money than it would cost to replace that employee. The obvious point is that not all turnover should be avoided-some should be sought.” The question is how to determine which ones to keep and which to encourage to leave. Without accurate measures of costs and values of a worker, good employees may be pushed out along with the “bad” and then the true costs of this action realized by the employer after it is too late.
click here to expandEnsuring Worker Training Complies With ISO, AS, TS and Other Quality Mandates
Proactive Technologies, Inc. – Staff
Each of the quality programs typically modeled by manufacturers and service organizations is rooted in the American National Standards Institute(“ANSI”) program for quality assurance and control that served us up to the 1980’s. What each of the subsequent models tries to achieve is simplicity, standardization and verifiability. Audits are used to ensure these attributes are present.
When compliance with ANSI requirements became inconsistent among manufacturers, International Standards Organization (“ISO”) rewrote the standards to make them more compliable and encouraged an international acceptance of the standards. ISO models allow the host to be certified to a part/process, or to its people performing a process or as an overall facility producing and product(s)/service(s) for export. In any model from a worker’s contribution to the product or service, the fundamental standard is whether there are clear, compliable processes in place to control and measure a repetitive, consistent level of quality. The next standard is whether the host makes a documented effort to train/retrain workers to the processes (when changes occur). The third standard is whether the host has a records system that accurately tracks each worker’s progress toward “mastery” of the processes they are responsible to perform.
click here to expandFrom Innovation to Implementation – Success Depends on Preparedness of Those Executing
by Dean Prigelmeier. President of Proactive Technologies, Inc.
How often does a product or service go straight from research and development to service implementation or product production? A skilled, experienced worker may be able to overcome the ambiguity of this hand-off, but it seems there is, today, a shortage of skilled, experienced workers; baby boomers finally decided they can, or have to, retire, or some companies experience high turnover rates of replacements, or most employers say they lack of skilled candidates…or even someone skilled enough to train them.
There are many reasons that this loosely organized hand-off still exists:
- Perhaps from a sense of futility, with engineers seeming to have given up on the notion of training workers first to ensure immediate output quantity, quality and consistency;
- Perhaps it is from knowing that the organization lacks a “system” in place to facilitate the transfer;
- Perhaps it is from the belief that, especially in the early stages, the product or service may go through many changes before a coherent, repeatable process settles in and when it does the next product or service has been introduced;
- Perhaps from a sense of superiority, that “I know how to do this [because I designed it] so everyone else should know what to do.”
Read the full December, 2020 Proactive Technologies Report newsletter, including linked industry articles and online presentation schedules.
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