I have been given the task of developing new hire and recurrent training plans and training curriculums for every department within my organization, as well as formalizing the training process. My dilemma is through the training needs analysis process, there are several departments within the organization that are production based and all previous training was strictly OJT. Furthermore, I am encountering problems obtaining buy-in from the managers and supervisors within those departments (data entry and mail room), because they feel that training will interfere with their production. The last department I can develop a new hire training curriculum for, but I cannot formulate a recurrent training curriculum, because the department does not have frequent policy/procedure changes, and the employees’ performance levels are acceptable.

Thus, I am in dire need of suggestions on how to effectively develop a new hire and recurrent training plan that will minimize the impact of training on their production levels, as well as developing recurrent training for a department that really does not have any identifiable training deficiencies. My account manager wants all training to be mandatory with completion documented.

Shelia,

Is the new hire training supposed to be an orientation to the company or training related to their jobs? If it is training, you might want to make part of it assigning a buddy/mentor and have specific job checklists. I am having a hard time imagining why you are being asked to develop mandatory training that the managers don't/won't support and is not needed. I can't even imagine what you would put in a training plan if it isn't needed to improve job-related skills. Can you focus on the departments that have clearly defined training/skill gaps and hope that your account manager will see the value in that? Good luck!

Lisa,
Thanks for your response. I decided to take a two prong approach: 1) orientation to the company; and 2) departmental specific training which is more job related. I was able to develop a new hire training plan, but the problem now lies with recurrent training. I have incorporated a mentor in the new hire training plan. The goal is to increase knowledge level and improve quality in production. My account manager is a major advocate for ongoing training. However, the department manager and supervisor are in opposition. They feel that training will take away from their production.

On-going job-specific training addresses one of two areas:

skills/knowledge directly related to a performance gap or
skills/knowledge directly related to a performance opportunitiy

In other words, it might not be required for everyone. Only people experiencing a performance gap (e.g., not meeting goals) or requiring training due to a promotion or change in position require training (if the gap is due to lack of skill/knowledge).

If they're worried about production, ask them to imagine what would happen if they never helped to develop people who are not meeting production goals. Or what would happen if they never helped develop people to their full potential.

Shelia, I would be interested to hear how this project is going for you. I am tasked with something similar. Would you be able to provide an update as to your progress?

Danielle Olson
Manager, Human Resources
(olsond@pbcc.edu)