Employees can only serve a customer to the extent that they know what to do and how to do it. In a world where change is continual—sometimes exciting, often unwelcome, and frequently disruptive—training can stabilize, encourage, and challenge companies to new levels of performance. Whether you have one employee or 20, investments in training pay significant rewards.
Typical organizations spend approximately 1.5 percent of revenues on training. Organizations that excel invest as much as 5 percent. The results of the larger training commitment include positive correlations with higher sales, greater productivity, fewer product defects, less attrition among personnel, and fewer days of work missed.
Employees who are well trained require less time from managers and reflect well on the person who hired them. They make better decisions, solve problems faster, suggest more improvements and innovations, and enjoy their work.
In today’s job market, where many candidates constantly evaluate career options, training can be one of the factors that leads to retention of valued employees. To grow, whether by increasing share in a current market, expanding into a new market, or venturing into a new product line, companies need employees who are ready for promotion–what sports enthusiasts refer to as “bench strength.” Training helps develop that talent.
To gain the greatest benefit from time and money invested in it, training must be well-planned, effectively executed, and followed up with coaching activities. The two overriding goals of training are improvement in existing product, processes, and customer treatment and innovation—the conception of new product, processes, and service. Unfortunately, especially in small volume companies, training (and all of the advantages that come with it) is often lost amid the swirling details of running a business. To reverse this condition, begin by defining what you want your employees to know.
Whatever job an individual holds within your company, the more he or she knows about these topics, the more effective that employee can be. They include:
- The area where your company builds.
- Company operations: policies, procedures, and communication network (meetings and reports).
- Technical aspects of home construction in your region.
- Your company’s product and the unique details that set your homes apart.
- Typical home maintenance tasks and your company’s limited warranty guidelines.
Other areas that benefit from attention include professional habits, communication skills, and time management or organizational techniques. Do a training needs assessment, including input from employees. Create a long-range plan including annual training budgets and schedules. Avoid scheduling training during typical vacation months and your traditionally busiest times.
Survey available training resources including in-house experts, local HBA programs, local adult education classes, commercial seminars, regional and national conferences, and manufacturers and trades. Staff meetings offer regular opportunities for training. Thirty to 90 minutes once a month can add considerable knowledge over time.
Match the method to the content, audience, purpose, and schedule. Use variety to stimulate interest: demonstration, role plays, “brown bag” discussion over lunch, shared reading, or case studies, for example. When a group has successfully mastered an area of study, a luncheon or other reward is excellent reinforcement. Recognition at staff meetings, certificates of completion, credit toward company certification programs, and so on can be powerful motivators.
Coaching. Participate in any formal training you provide. This sends a powerful message to front line employees that the information is valuable and makes effective coaching possible. Employees appreciate your attention and this level of involvement makes it clear you expect to see growth and improvement, thereby preventing the natural inclination to return to familiar habits. Follow-up coaching activities might include:
- Checking in with employees shortly after training to discuss questions.
- Asking positive questions, such as, “How would you describe your progress so far?” “What kind of support do you need?” or “Have you encountered any unexpected issues we need to address?”
- Visiting the work site to observe the employee applying the new methods, for example, management visits to listen in on routine client meetings.
- Review key points from training sessions at staff meetings, inviting feedback.
Empowerment. Company owners are sometimes uncomfortable delegating authority to staff. However, being micro-managed frustrates talented people and having to check with the office slows service to customers. On the other hand, blindly following procedures no matter what is inappropriate in many situations. When circumstances fall outside the bounds of normal procedures, common sense must find an appropriate response. The goal is to make decisions as near the front line as possible and as quickly as possible while remaining within the bounds of the company’s service philosophy.
The benefits of empowerment—granting authority equal to responsibility—are real and so is the work that must be done before those benefits can be enjoyed. Before you empower an employee you must decide “Empowered to do what?” With a clear service strategy supported by well-thought-out policies and procedures, you have a framework for empowerment. As you see well-trained employees exhibit good judgment, you will be comfortable giving greater authority.
Cross Train. Friction between sales, construction, and warranty—“the natural enemy syndrome”—usually signals a lack of understanding of each other’s goals, methods, and challenges. To reduce this, cross train employees. Benefits include greater efficiency, flexibility, and cooperation. Understanding and mutual respect translate into supportive daily behaviors such as the superintendent reminding a trade to complete warranty items or the warranty manager meeting with a prospect to answer technical warranty questions in support of a salesperson.
Developing a solid team capable of serving your customers and achieving your company goals takes real work. The result can be an effective and motivated group of people, loyal to your company and able to handle any challenge that comes along.
Carol Smith offers customer service assessment, consulting, and training programs for home builders. She can be reached at csmithhomeaddress@att.net.
