Build Training & Learning into Your Culture!

By Jim Boomer, MBA, Senior Consultant

If you want to attract and retain the best people you can — and distinguish yourself from the competition — a robust training program is the best investment you can make. Developing professionals who aspire to advance their careers want training and seek out firms that are committed to it. No time to train? Consider this: Most firms average less than 50 percent billable time. That leaves you ample time to dedicate to both professional and personal development at all levels of the organization through formal and on-the-job training  — and create a Training & Learning Culture

 

Commit to a Training & Learning Culture

To assess your firm’s Training and Learning Culture, first examine your firm’s dangers, opportunities and strengths (D.O.S.)* in this area.  We recommend completing a form similar to the one shown below. For round one:

·         List your Training & Learning dangers as quickly as possible. 

·         List the reason(s) each is a danger.

·         Determine your top three dangers. 

Repeat this exercise by filling out a similar form for your opportunities and strengths.  This process will require thought, communication and consensus building. 

 

Danger/Opportunity/Strength	Reason	Top 3 Dangers
1.	1.	1.
2.	2.	2.
3.	3.	3.
4.	4.
5.	5.
6.	6.
7.	7.
8.	8.
9.	9.
10.	10.

 

After you know where you stand and the gaps you need to fill in order to succeed, develop a system for planning, tracking and evaluating a training plan for each employee and for yourself.  Smaller firms and sole practitioners may use a very simple system with forms and recurring meetings.  Larger firms may need a more complex system that leverages electronic tools for pre- and post-training assessment, curriculum development, content delivery and an overall Learning Management System.  Here are some of these tools:

 

·         Pre- and Post-Training Assessment Tools (WebQuiz XP, Inquisite and Microsoft Practice Quizzes)

·         Curriculum Development (Camtasia Studio, Microsoft Producer, Macromedia Captivate and Viewlet Builder)

·         Learning Management Systems (Element K, NETg, REQwired, DigitalThink, Plateau, Saba and SumTotal)

 

Important: Tools alone will not result in a Training & Learning Culture.  Culture starts at the top of the firm or practice.  Without leadership’s commitment, it is difficult if not impossible to build a Training & Learning Culture.  Getting leadership involved early and often in the development of your training system will create buy-in and increase your chances for success.

 

A Training & Learning Culture will start to develop as employees realize that your firm or practice is committed to professional and personal development.  Once the culture has started to spread, it is important to make sure that your team is composed of people who will help it develop and thrive.  Note that your “team” may consist of employees, outsourced contract partners, or a combination of both.  Assess your team by determining where they fit within the matrix below. 

 

·         Type 1 employees do not perform at a high level and do not fit into the firm’s culture.  Your decision is simple – you must terminate them. 

 

·         Type 2 employees do not live up to the performance standards you expect but do fit the culture and buy into the firm’s values.  This decision is a little more difficult, but we recommend giving these people a second chance, preferably in a different position, to develop into high performers.

 

·         Type 3 employees are your high producers but don’t fit into the Training & Learning Culture.  They are often arrogant, resist change and refuse to develop other employees.  You must confront these employees and give them a chance to change, but if they continue to resist you must also terminate them.

 

·         Type 4 employees are your “stars” — the people that you want to put a concerted effort into retaining by continuing continually to building their skills and regularly promoting them.

 

How Do These Ideas Apply to a Smaller Firm or Sole Practitioner?

These concepts are as important to smaller organizations as they are to large firms.  Starting out with an assessment of where you want to go and how well the current skill sets at your disposal support these goals is an important first step.  And like a larger firm, the next step is to develop a personal training plan and a system to keep you on track.  A Training & Learning Culture can exist in any organization — even small organizations or an organization of one.  Your commitment to continuous learning and personal and professional development will keep your skill set sharp and give you an advantage over competition in retaining and attracting the highest quality employees.

 

The employee-types matrix above applies to small- to mid-size firms just as it does large firms.  It does not fit the sole practitioner perfectly but can be applied to the external resources you use to perform functions outside your capabilities.  These people are, in essence, your employees on a part-time basis.  Ensuring that they adhere to the culture that you embraced is just as important as if they were internal employees.

 

Conclusion

Regardless of your firm’s size, the ultimate goal of a Training & Learning Culture is to create an environment where everyone teaches, everyone learns and everyone enhances their unique capabilities.  If your firm’s leadership is ready to commit, you’ll realize the following benefits:

·         Develop leaders at every level of the firm

·         Increase productivity

·         Develop a pipeline of “stars” for succession planning

·         Enhanced ability to retain and attract the brightest employees

 

For more detail on developing a Training & Learning Culture, visit www.boomer.com to check out The Guide to Training & Learning.

 

* TM & © 2006.  Based on The D.O.S. Conversation™, The 10X Mind Expander™ and The Positive Focus™, concepts from The Strategic Coach™.  All rights reserved.  Used with written permission. www.strategiccoach.com.

   

The views and opinions expressed in this column are those of the author and do not necessarily reflect the opinions of Microsoft.