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Training reinforcement - Training is a process, not an event.

 

For training to be effective, the employee has to apply what is learned on the job otherwise, all of the time, money, and effort spent on the training is wasted. That means training doesn't end when trainees leaves the session. This will only work if the Organization’s Leadership is involved in the process.

Capitalize on coaching. An effective way to follow up and make sure learning gets back to the job is to coach employees as they incorporate new knowledge and skills into their work.

Reinforce expected behavior:

·         The Leadership team sets the tone by taking every opportunity to highlight the new strategic direction—giving reports on progress, sharing organization-wide successes, and shining the spotlight on employees who get results from applying their new learning. The Leadership’s visibility in using the processes and terminology that is central to the training is what sets the standard for its Road-map to Success.

·         Leaders meet with participants immediately after the training to debrief either individually or in groups, as appropriate. Highlights of the training experience are discussed, with special emphasis on application to the needs of the employee and the work group.

·         Employees share action plans they created during the training, along with whatever work they may have done on a specific aspect of their jobs. Individually or in concert with their manager and/or other members of the work group, they decide how they will move forward.

·         Leaders set up a series of reinforcement events to encourage participants to continue to apply their new skills and deepen their understanding of the organization’s new strategic direction

·         A Leader works with his or her employees to pair people with complementary skills and challenges. Each member of these “coaching pairs” can call upon the other for help at any time when it’s needed. The Leader asks the pairs to share their experiences with the larger group.

·         Reinforce expected behavior. Take advantage of routine supervisory meetings to reinforce expected behaviors and proper use of what was learned.

·         Pop in a post-training review. At group meetings following a training session, take a few minutes to review prior training:

·         Ask employees to review key concepts learned in training.

Talk about how newly acquired skills and knowledge are improving as they are being used on the job.

Reinforce your training messages via your workplace communication channels.  Use your workplace employee newsletter, intranet, or posters to reinforce key training concepts.  You can provide continual tips, fun tests, and other means for your employees to apply and refine what they’ve learned.

Set a good example. Walk the walk as well as talk the talk. Never doubt that your employees are watching their leaders and patterning their behavior in part on what they see. Make sure Leaders and supervisors always follow expected rules.

Why It Matters...

It has been estimated that:

·         Less than half the skills and information learned in training will be transferred to the job immediately after the training session unless Company Leadership follows up on training performance after specified classes.

 ·         Within 6 months, as much as three quarters of training can be lost without follow-up.

          After 1 year, some employees will retain as little as 10 percent to 15 percent of what they learn in training unless learning has been reinforced.

 According to the American Society for Training and Development, investment in employee training enhances a company's financial performance. An increase of $680 in a company's training expenditures per employee generates, on average, a 6 percent improvement in total shareholder return. Based on the training investments of 575 companies during a three-year period, researchers found that firms investing the most in training and development (measured by total investment per employee and percentage of total gross payroll) yielded a 36.9 percent total shareholder return as compared with a 25.5 percent weighted return for the S&P 500 index for the same period. That's a return 45 percent higher than the market average. These same firms also enjoyed higher profit margins, higher income per employee, and higher price-to-book ratios.

Firms that invest $1,500 per employee in training compared with those that spend $125 experience an average of 24 percent higher gross profit margins and 218 percent higher revenue per employee (source: Laurie J. Bassi et al., "Profiting From Learning: Do Firms' Investments in Education and Training Pay Off?" American Society for Training and Development, 2000).

The Cheesecake Factory, one of the most successful restaurant chains in the nation, spends about $2,000 per employee for training each year and reaps sales of $1,000 per square foot—more than twice the industry average.

Establishing a proactive training program is an effective way to reduce losses, positively impacting your mod and workers’ compensation premium.

Contact us today at Golden Benchmark Insurance Services – Emmi Ensign, CEO President at – 510-818-9877, or email, e_ensign@goldenbenchmark.com.  We have the loss control experience to help you promote and control your workers’ compensation premium.

Posted 12:19 AM

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