Training is a vital component in a company’s formula for success. Starting a new job causes even the most seasoned employee a bit of stress. New hires require training and orientation. Investing time in training employees on company policy and job procedures is a necessity to make them feel comfortable and positioned to add value. Companies that provide ongoing training programs to strengthen employee skills and knowledge reap the rewards of increased quality and quantity of work output.
All employees require some degree of on-the-job training. The most experienced executive requires briefings to bring her up to speed on a company’s financials, strengths, weaknesses and major competitors. Entry-level employees who have positions in manufacturing and quality control require substantial training time to learn the appropriate skills and processes mandated by the company. Software training is another consideration. Recent college graduates who are new to corporate America also require training and mentoring to help them learn their jobs and assimilate into the company culture.
Companies that have a reputation for providing job training and educational programs for their workforce are highly sought after by potential employees. New college graduates are especially cognizant of the need for training and vie for positions in companies that offer them career growth by supplying training programs. Companies like Xerox Corporation tout their learning and development programs such as the Xerox Personal Development Program created by each employee and his manager. This program is an assessment of employee skills in relation to the job, career goals and the creation of a development plan to prepare for promotion.
The cost of turnover can eat away at company profits. Companies gain employee loyalty by creating a culture where each worker feels valued and has the ability to receive training for job success and career growth. SAS, a software company headquartered in Cary, North Carolina, has an extremely low turnover rate. According to the 2011 Fortune 100 Best Companies to Work For Survey, the turnover metrics at SAS are reported at a mere 2 percent. The company CEO, Jim Goodnight, attributes the success of the company to a culture that cares about an employee’s personal and professional growth.
Buy-in for training programs must begin at the top. Companies that recognize the benefit of job training and development incorporate the philosophy into their annual strategic plans. Executive management approves budgets that provide training dollars for all functions. To create a training-driven culture, managers must model this strategy by encouraging their employees to take advantage of learning centers and training programs. Creating an environment of ongoing learning helps all employees upgrade their skills and continually increase their value to the organization.