Fluid Consulting eBulletin Issue 10

Do understand the broad organisational context and business environment: the type, size, scale, spread, geography, logistics, etc., of the organisation. This includes where and when people work (which influences how and when training can be delivered). Look also at the skill requirements for the people in the business in general terms as this influences training significance and dependence - factors which suggest high dependence on training are things like: fast-changing business (IT, media, healthcare, etc), significant customer service activities, new and growing businesses, strong health and safety implications (chemicals, hazardous areas, transport, energy). Note that all businesses have a high dependence on training, but in certain businesses training need is higher than in others - change in the business or the market is the key factor which drives training need.
Don’t overlook the need to review the business plans/mission/objectives (and HR strategy if any exists) as these statements will help you to establish the central business aims. Training should all be traceable back to these business aims, however often it isn't - instead it's often arbitrary and isolated.
Do assess how the training relates to the business aims, and how the effectiveness of the training in moving the business towards these aims is measured. We advocate measures for training, because if it gets measured it tends to get done.
Don’t skimp on putting together a clear written training plan, including training aims, methods and outputs connected to the wider aims of the business.
Do look also at how training relates to and is influenced by appraisals and career development; also recruitment, and general ongoing skills/behavioural assessment. There should be process links between these activities and training planning. Detailed training needs should be driven substantially by staff appraisals. (It goes without saying that there should be consistent processes and application of staff appraisals, and that these should use suitable job performance measures that are current and relevant to the operations and aims of the business.)
Don’t cut corners on new starter induction training - it's critical and typically a common failing in companies with a high level of loss of new staff.
Do establish a link between training, qualifications, job grades and pay/reward levels - these activities and structures must be linked, and the connections should be visible to and understood by all staff.
Don’t become complacent by failing to obtain market research or competitor analysis data which will indicate business shortcomings and weaknesses. This can indicate staff training needs, in the most important areas where there is a competitive weakness in relation to the business positioning and strategy.
Do analyse attrition rates (% per annum of total staff is the key indicator), exit interviews, customer satisfaction surveys, staff satisfaction surveys (if they exist) for other indicators as to staff development and motivational needs and thereby, training deficiencies.
Don’t let managers and directors skip training - many senior individuals have never been trained for their roles, and often hide from and resist any effort to remedy these weaknesses. The larger the organisation, generally the larger the dependence on management training and development.


	1. Recognise your organisation is a supplier. 2. Employees are customers. 3. The two simple statements above represent a fundamental consideration. Ignore it or reverse it at your peril. The recession has meant that there are a number of somewhat arrogant employers who believe they are doing their employees a favour

Dos and Don'ts - Determine what training is appropriate for your organisation

“I feel awful and won’t be coming in today…..hopefully will be OK by tomorrow”

General apathy and cold, dark mornings result in many people throwing a “sickie” in early January.