Recently, a publisher asked me to contribute to an article on job training, and they sent me the following request:
Query—31% of the U.S. workforce does not receive any formal job training from their employers, a study found. What do you think should go into a good job-training program?
As you probably know, I’ve spent most of my career in the professional training world, and training, in general, is something I think about practically all the time, literally. (And yes, I’m afraid I might be a boring addition to your cocktail party!)
No matter whether you’re Google, Nordstrom, a seaside cafe, a middle school, or a small auto parts shop, your organization’s job-training curriculum is a crucial component of your employee on-boarding program. This is your company’s primary opportunity to embrace all new hires and make them feel important and valuable. And down the line, after you’re established in your job, your company’s training program should be the place you go to hone your existing skills, or—even better—to learn some new ones. Believe it or not, your brain actually loves to learn, and is happiest when you’re providing it with some challenges!
How about the organization you currently work for? What was your experience like when you came on board? Did you feel valued and accepted from the moment you walked in the door? If not, then maybe it’s time to review and revamp the process—and just because you might not be personally responsible for your company’s job-training program doesn’t mean you shouldn’t chime in. You’re already an expert, based upon your own personal experience with the process.
Borrowing from my background as a psychologist, I believe all job-training programs should be broken down into four quadrants—and these quadrants actually correspond to the basic human needs of all individuals, as discovered and cataloged in numerous social psychology studies. In a sense, by following this training format, we’re tapping into our evolutionary heritage as human beings: we naturally want to learn, grow, understand, and be productive. And when I help organizations—both large and small—set up their training programs, I always make sure each quadrant is fully represented. Here are the quadrants as I see them:
Q1. The need to be part of a tribe or group, to fit in, and to integrate. This is the “welcome to the club” part of job training, and superfluous as it might sound, it’s just as important as the other three quadrants—and perhaps even more so. Research shows that employee satisfaction and longevity directly correlate to whether an employee feels like they’re an accepted, integral part of the whole. So this first quadrant usually involves a cheery greeting from the senior executives (often pre-recorded); personal introductions to key individuals, neighboring departments, and immediate co-workers; and often also includes mention of the fun stuff: holiday parties, joinable in-house clubs and organizations, and company-sponsored outings.
Summary: To make the employee feel personally connected to the organization, ASAP.
Q2. The need to feel safe, comfortable, and secure within one’s immediate environment. This second quadrant involves training components like physical plant tours (break room, bathroom, HR department, cafeteria, time clock, etc.), orientation to company policies and procedures, introduction to the employee handbook, holiday and vacation schedules, profit-sharing or pension program options, and whatever else will make the new employee feel oriented and at ease.
Summary: To give the employee the information they need to feel relaxed and assured.
Q3. The need to know how to successfully perform required tasks. The third quadrant is where the actual orientation to the specific job comes in. The employee must learn how to process invoices, greet customers, answer questions from outside vendors, balance a budget, or whatever other duties and assignments the job entails. This training component is usually carried out by a company trainer, or by a member of the department the employee is joining.
Summary: To provide the employee the specific, technical knowledge they need to carry out their job.
Q4. The need to grow, develop and progress. In general, humans need to feel as if they have opportunities to learn, advance, and improve their current situation in life. (Bigger house, better neighborhood, faster car, larger salary, senior job title, advanced degree—these are all examples.) So this fourth job-training quadrant involves programs that teach leadership skills, management and supervision skills, new technical skills, or any other skill that will help the employee: 1) do their existing job more efficiently; 2) move up the corporate ladder, or 3) achieve a greater level of “self-actualization” (a fancy term for “feeling better about yourself”). This type of training helps retain valuable workers, allows the company to promote from within (always a good idea where practicable), and keeps workers engaged and stimulated.
Summary: To assist any employee, whether new or established, in their quest for personal betterment and career satisfaction.
As you review your company’s job training program, each of these important components should appear somewhere in the training curriculum, although they don’t necessarily have to appear in the order in which I’ve listed them. And, of course, Q4 (my favorite quadrant) should represent ever-present, ongoing learning opportunities, accessible to all employees, any time they want to gain improvements in their skill sets. Keep in mind that it’s nice to think outside the box when we’re addressing Q4 curricula—it doesn’t have to be a work-related skill! How about making the world a better place through First Aid/CPR training, ASL (American Sign Language) training, or training for Big Brothers/Big Sisters or Neighborhood Watch programs? Or what about improving employees’ personal lives through exercise classes, nutrition classes, healthy cooking classes, or personal relationship training? The list is endless, and often, organizations such as the Red Cross or the YMCA will be willing to come in and do the training for a nominal fee (and sometimes even for free).
One more thing … training programs don’t have to be gigantic, formal affairs, managed by multiple members of an HR department. If you work in a small company or business, your entire “employee training program” might simply be a warm smile and a handshake from the owner; a few positive, encouraging words from the manager; a brief orientation to your job duties; and a few words about breaks, paychecks, holidays, and opportunities for training and advancement. Just make sure your business has something in place—no one wants to be cast adrift in a new job without any idea of where to go or what to do.
So, returning to my original question, how does your organization measure up? If you think your employee training program could use some improvement, why not share your perspective (respectfully and politely!) and offer to help create a training program that’s top notch in all four quadrants? Your colleagues, both present and future, will thank you for your efforts, and you, in turn, just might get noticed by upper management as a change agent for organizational improvement—a real win-win for both you and your company!