After you’ve evaluated the right training program and the right trainer to train new hires, you need to implement the program. Implementation can pose the most difficult element to a training program, and it will likely include a few bumps. However, considering a couple of key factors can keep your implementation on track to make your first attempt the best attempt possible. Here’s how to get it right.
As with anything, a business plan, a content marketing plan, etc., having the plan in writing makes it easier for all involved to follow through. Outlining how long training should typically last, including how much time should be spent in the classroom versus in the field, will help your trainers and new hires understand the expectations. A successful training plan requires all involved to play their roles—from managers supervising the progress of the new hire to the trainer guiding the new hire.
Meet with Your New Hire
When first implementing a training program, it is imperative that management meet with the new hire and explain the program is a new process. Starting a new job is intimidating, and training can cause some anxiety. However, by explaining the process and the intended outcomes, you can set a new hire at ease. Not only will he or she be ready to learn, but they will be ready to provide you feedback—on the program, on the trainer, and more. Their feedback is important—if you planned two weeks in a classroom and the new hire reports feeling stifled or overwhelmed by those two weeks, you may need to reevaluate your setup.
Meet with Your Trainer
Technicians aren’t necessarily natural teachers or trainers. Remember, their first training sessions pose learning curves for them, too. Meet with your trainer before the program is implemented to address any lingering concerns. After a week of training, meet with them again. They are on the front lines and can tell you what works and what doesn’t work. They will also be able to provide feedback on new hires, like those who excel, or those who may require additional attention.
With the program running, sit down with everyone involved and re-evaluate the program after a few weeks. Discuss whether the intended outcomes (skills, knowledge, etc.) are being met. Also consider how your trainer is doing. If things aren’t working as intended, it doesn’t mean you have to give up on a training program, it means determining what doesn’t work and changing it to something else. Don’t be afraid to preemptively stop a program if it isn’t working. It’s better to go back to the drawing board than have new hires and trainers alike go through motions that won’t help.
One final note. Remember your trainer’s main job is to train. But, the customer is still important, too. If the trainer and new hire can’t get to as many jobs on the field in a day as the trainer did before the program, do not punish your technician. Ask for other technicians to step in to pick up delayed or missed jobs. Training takes time, and it should also take priority over productivity. The productivity will come later, and you won’t regret it.