On Job Training – How Only 11 Words Can Create Success

Introduction

On job training occurs almost all of the time in one way or another in almost all workplaces. It affects new and current employees. It’s one of those things that is so common at work that we assume that it’s working well. This isn’t necessarily the case. Success depends on just eleven words.

The Measure Of Training Success

Training success can really only be measured in one way. Can the “trainee” demonstrate the desired skill repeatedly without error? The important words are “demonstrate” and “without error”. They must be able to do something successfully and repeatedly.

Talking Isn’t Doing

We confuse talking with doing. This is a massive trap. Describing how to complete an order form isn’t the same as completing an order form.  Talking about how to install new software isn’t the same as actually installing it. You can write a learned article about solving the national unemployment problem. But the cigars will go to the person who actually solves it.

The Eleven Words

“At the end of the training you will be able to …” That’s all. In other words you describe the skill to be accomplished when the training’s completed. And you do this before you start training. It really is that simple.

“But Leon …”

I can hear some of you already. “But Leon: there’s a lot more to it than that.” Of course there is. But make no mistake. You must describe the skill to be accomplished by the trainee before you actually commence the training. If you don’t, you seriously reduce the probability that the training will be successful. Sorry, that’s the fact.

An Inherent Conflict

You may well be thinking, “But you have to use words to describe the objectives of the training”. And you’d be right. It’s the sort of words you use that are important. “Waffle words” like “understand”, “appreciate”, “grasp”, “develop an insight” are merely cop outs that enable the person doing the training to avoid scrutiny of the success of his or her work.

Describe Only Actions

In writing your objectives use only words that describe actions that can be observed and measured.

• Complete an order form in full without error in no more than 90 seconds.

Not … fill out an order form.

• Install the Bush Articulate Software so that a Grade 3 primary school student can rephrase all speeches in 50% less words with 200% more clarity.

Not … set up the Bush Articulate Software so that we know what it means.

• Drive the company delivery van for 10 miles through peak hour Friday afternoon, downtown Seattle traffic following all road and traffic signals, without damaging the van and without getting a ticket.

Not … take the van for a drive to show you’re a competent and responsible driver.

Importance Of Standards

Notice I’ve introduced standards too: “without error”, “90 seconds”, “grade 3 primary school”, “peak hour Friday afternoon downtown Seattle”, “200% more clarity”. Standards are vital. Standards enable measurement. They answer the “how, what, when, who, which” questions. You can’t plan your training without measurable objectives. And you can’t have measurable objectives without standards.

Preparation Is The Key

You see, preparation is the key to good training. Unless you can state precisely how you’re going to measure the success of your training, your preparation will be inadequate.

Why Bother?

OK. It seems like a lot of trouble to go to. Think of it this way. Training is costly. The trainer, yourself or a reliable employee, stops normal work to train another. The “other”, the trainee isn’t productive during the training. That’s two people not producing during the training time. That costs. If the training’s unsuccessful for any reason, you have to repeat the process and increase the cost. And, of course, poor training is very demotivating: another cost. It’s worth doing “right the first time”.

Conclusion

“Good training doesn’t cost, it pays” is an old slogan. But you need those first eleven words to get you started on the right track towards “good”. Next time someone says “we need to train someone” in something, whether internally or externally, you’ll know exactly what question to ask.