Set up an employee performance development technique to improve your employees’ effectiveness. Integrate staff training with overall performance ratings, and consider cross-training personnel as part of the programme.

How much would you spend on staff training and development on an annual basis?

Many corporate executives respond, “nothing,” since they believe they won’t be able to manage or receive adequate compensation for the cost of training.

However, all organisations require a staff education solution, and this has been especially true in the last two decades, with technology, particularly computers, serving as major drivers of rapid change.

You must teach and grow your personnel to function at exceptional levels in order to maximise the value of your assets (both human and equipment). Your employees want to know about your company’s process, business procedures, the most efficient way to run machines, the most efficient way to purchase and control inventories, the best way to promote (whether in a business to business or business to consumer sales environment), how to increase customer satisfaction and handle customer service effectively, and so on.

You’ll also want to plan for succession (when people leave the workplace, you’ll want trained employees in place to handle new and/or increased accountability); and you’ll want to prepare for your own personal business exit in case you need or choose to leave the company (many business owners do not look that far ahead, but they need to always be planning for the future – that will help you build more value in your business).

As a business owner or managing director, you must understand that investing in educating your personnel and building and implementing a staff education strategy can help you get the most out of technology and/or your processes.

Your Employee Education Improvement Commitment must involve your time and support, or the time and help of the relevant person, in the following areas:

Providing new employees with on-the-job training and orientation; creating in-house training packages to provide updated capabilities and technology;
working with, and learning from, your suppliers on how to optimise new technology and processes; engaging with your vendors to bring in-house training for different machines and/or operational processes; working with, and learning from, your suppliers on how to optimise new technology and processes;
establishing in-house training techniques for cross-teaching employees, allowing you to give more depth and coverage within the company;
sending a limited group of people to industry-specific training courses and/or proficiency-specific external education.
The greatest advise for businesses focused on growth (and survival) is to always design an employee development plan and budget that is tailored to your company’s requirements and objectives. Create an action plan that focuses on evaluating the effectiveness of your training investment.
Have you, for example, hired fresh-out-of-college employees with minimal business experience? Or have you mostly employed experienced staff who simply require specific new technology training or specific and concentrated vendor instruction? Or do you have staff that are only qualified for one type of job (but are underutilised in that department)? Could cross-coaching or cross-training those personnel enhance your resource mix and workforce deployment in those operating areas where additional depth is required?

Accessing this type of targeted training is usually rather simple: you may go to area community colleges or industry training organisations for fundamental competencies such as supervisory, communications, team leadership, customer service, managing, analysing, and much more. You can collaborate with specialised education providers to design a particular and targeted strategy for more sophisticated or in-depth workforce education development (for example, sales negotiation improvement coaching) or to boost the specific employee’s career success.

It’s worth noting that instruction should be a formal element of an employee’s outcomes evaluation and goal-setting process. If an employee warning form or action has been given for non-performance, this strategy is even more important (or poor performance). Employee training should be linked to the worker warning notice as well as performance reviews.

Work on a detailed evaluation or analysis of the activity, the position workflow, the job description, and an appraisal or performance review of the individual in the job role to determine business on-the-job education needs. What are the person’s strengths and weaknesses in relation to the function? Will training employees suffice to meet the improvement need, or will you need to employ more in-depth staff coaching techniques?

Create your own strategy and budget based on the results of this evaluation and integrate it in your yearly organisational human resources plan and small company strategy; producing effective professional workers will aid your business’s success.