To reduce expenditures during a weak economy, some companies make the unfortunate mistake of cutting the training budget, but this error will result in the continuation of stagnant or decreased revenue.
Several major studies discovered that establishments investing in employee training had increases in gross profit margin and other measures of financial performance. The link between company success and training is undeniable.
Critical soft skills
Employee engagement, satisfaction and morale are trainable soft skills and are critical in order for a business to reinvent itself. Each associate must work better and smarter with a true commitment. They must be energized and inspired to stretch beyond their comfort zones. They ought to maintain positive attitudes and neutralize frustration. It is essential that employees know how to solve problems and make the right decisions. Employees also must be motivated to assume additional responsibilities since an enterprise must stay lean in this economy.
Time management is another critical skill employees must learn so the company is able to maintain low staffing levels.
It is essential to set goals, plan ahead, sort out priorities, get organized and stay that way.
Interruptions need to be minimized when at all possible. Busy work cannot take up much time or employees will get the urgent - but not the important - work done. Time use should be analyzed to ascertain if what is taking up the most time is actually a priority. Employees can't go for long feeling like they are just keeping their heads above water, so they must be taught time management systems that will work for them.
The financial results of a business depend upon staff members. Employees will be able to positively affect the financial situation of their employer if they are properly trained in these soft skills.
Fear factors
Communication issues continue to be a major problem in an organization's ability to reach the next level of success. Ineffective verbal, nonverbal and interpersonal communications will significantly impact efforts to move forward, but training rectifies this situation.
Open communication must be encouraged. Since fear is a preventative factor, it is important to identify and resolve any concerns.
Don't shoot the messenger. Employees must be able to express themselves without mixed or vague messages. Active listening skills are vital. The right amount of information must be given to co-workers and supervisors.
Also, bring an end to the drama. Stop ignoring conflict and take back control by offering conflict management training. Conflict with customers, supervisors, team members and co-workers in other departments is inevitable. This is especially true in a team environment in which a laborer's success depends on what others do - or what they don't do. Most employees are probably not good at resolving conflict, and they need to be taught how to handle it correctly and think differently about it.
Preparing for confrontation and getting the desired result is a learned skill. Employees should know how to deal with verbal slaps, out-of-the-blue attacks and another person's anger. Employees who are people-pleasers must stop being victims who are afraid and intimidated. These employees must learn to be assertive, and employees who have anger management problems must stop being aggressive.
Problems are an opportunity to do something better. Equipping your employees with the training they need to meet these challenges head-on will bring positive change to your business.
Lynne Haggerman, M.S., is president/owner of Lynne Haggerman & Associates LLC, a Springfield firm specializing in management training, retained search, outplacement and human resource consulting. She can be reached at lynne@lynnehaggerman.com.
