Training is everything. The peach was once a bitter almond; cauliflower is nothing but a cabbage with a

college education.Mark Twain

The Impact of Training within the workplace

Agenda

➢ Training and Development Programmes _ Research and Case Studies

➢ How to secure and protect your training budget- Evidence of successful business growth through

effective training and staff development programmes

Shared Experiences for ‘Talent Development’

Ohio State University Research on Training And Development 2013

Key Findings….. Production is low when employees don't know enough to perform

their jobs confidently through a lack of training.

Unskilled employees spend considerable time seeking help to perform their jobs to the detriment of the work process. This can lead to serious errors and injury.

Supervisors and more experienced employees must also spend time monitoring unskilled workers, which detracts from their work and increases the amount of time necessary to complete production.

Research Findings…… Employees were interested in performing their jobs well, to

advance the company, felt a sense of pride for a job well done and advanced to higher positions.

When there was little evidence of training, employees did not understand how to do their jobs and business goals suffered. This led to low morale among workers, which resulted in employee turnover

Organisations with a reputation for low employee turnover were more attractive to potential job candidates.

Ohio State University Research on Training And Development 2013

Loss of Customers

Untrained employees were unable to produce high-quality products.

Poorly trained employees lacked adequate knowledge and skills to provide satisfactory customer service. This combination resulted in dissatisfied customers.

The companies who offered quality staff development programmes delivered quality products, retained good reputations and employee loyalty.

Employment Study – Houston Chronicle 2013

Inadequate training creates ……..

Low staff morale

Lack of commitment to the organisation

Poor individual performance

Higher staff turnover

Poor brand image

Low levels of production

BCC Workforce Survey 2014

Firms investing to counter persistent skills shortages.

Key Findings

Companies report that communication skills (83%), teamwork (82%) and customer service (72%) are important skills they look for when recruiting. Encouragingly, less than one in five firms report a shortage in these areas.

Around a third (33%) of businesses say they have a skills shortage in leadership and management and planning and organisation (26%), which businesses recognise as core skills relating to commercial development. Firms also report a skills shortage in languages (35%), computer literacy (23%) and creativity (20%).

In terms of future investment plans, more than a third of companies (41%) plan to invest up to £500 per employee in external training, while a similar proportion (39%) plan to invest a higher amount.

Businesses within the energy, mining and utilities (59%), education (50%), IT and telecoms (48%) sectors are most likely to invest more than £500 per employee in training.

Micro firms (those with nine or less staff) intend to invest in training over the next 12 months. 35% have earmarked more than £500 for each employee. 

The type of training being invested in varies. More than half of companies have invested in health and safety (59%), first aid (56%) and technical / job specific training (56%).

Within a firm, the overall workforce tends to receive one to five days training per annum, with 65% offering that amount. Newer members of staff (under one year) often receive more training – 34% receive one to five days,26%receive five to 10 days and 16% receive 11 to 20 days.

Training is the acquisition of knowledge and skills in order for a person to carry out a specific task or job. Training benefits employees in several ways:

It increases their sense of ownership in the business. They become more organised, productive and flexible and

are better able to meet the needs of internal and external customers.

New skills and abilities in areas such as decision-making can empower staff, which makes them more effective.

Source : Business Case Studies UK

Tesco’s model for theirStaff training and Development

3 tiered structure

Management Training

You really should have gone to

The case study shows how different job roles are structured within the organisation, how their training and development programmes support their employees and Specsavers' business.

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Background One one of the best known names in optical retailing in

Britain. Optical retailing involves selling spectacles and other eye

care products on the high street. In 2010 Specsavers was voted Britain's most trusted

optician for the eighth year in a row. Specsavers was founded in 1984 by Doug and Mary Perkins.

They started the business in their spare bedroom on a table-tennis table.

They opened their first Specsavers stores in Guernsey and Bristol in 1984 and now enjoy UK profits of £21.3M

The aim was for Specsavers to become a trusted eye care provider, offering a wide range of stylish, affordable glasses.

Each store is part-owned and managed by its own directors. They are shareholders of their own businesses but who are supported by key specialists in support offices, who provide a range of services such as marketing, accounting, IT and wholesaling, among others.

Currently enjoys 66% market share.

Success Factors…………….. Specsavers is passionate about delivering outstanding

patient care. It does this by ensuring stores give the best dispensing

advice to meet customers' needs. It puts great emphasis on recruiting and training highly

motivated staff with continuous development programmes in place.

Employees are expected to share Specsavers' vision of providing patients with the best possible service.

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Customer and Employee Focus Specsavers' culture is all about serving people. Unlike many

other types of retailing, selling spectacles involves much interaction with customers.

Specsavers depends on its people to deliver the highest standards of customer care and service. To help them do this, the business provides a variety of interesting job roles as well as opportunities for career development.

How they developed and grew the businesses

Re-examined their Business Model Changed their organisational structure to a flatter

alternative improving internal communication Invested in development training giving people ownership

of specific areas of responsibility Introduced staff standards of performance to impact on

their passion to deliver excellence in customer service.

Reviewed Skills and Competencies A Specsavers store requires a wide mix of people with

different skills and competencies. The Optometrist has the responsibility for making sure that

customers’ eyes are tested with precision. A Dispensing Optician will have the responsibility of

checking that the correct glasses are provided for the customer

A store Supervisor will manage a team of Optical Assistants.  Optical Assistants will have delegated authority to deal with customer enquiries and make recommendation for selecting frames.

Gurvinder, who has worked as an Optometrist for a number of years, says: 'This is where the size of our company is a big plus. The training we have access to is brilliant. If you have ambitions to run your own practice, Specsavers offers a development programme that will teach you the ins and outs of how to run a successful store from managing staff to understanding accounts.'

Indre is an Optical Assistant working at Specsavers Tottenham Court Branch in London. 'At Specsavers you’ll treat people like you would want to be treated. And you won’t be stuck behind a till. We’ve a range of roles from Receptionists and Optical Assistants to Greeters and Supervisors who all proactively help customers to choose the right product for them. Specsavers values its people and offers the training and flexibility I need to develop my career.'

Specsavers has a big commitment to developing its people.

Specsavers seeks to identify people who share this passion and who want to work with customers across a variety of tasks.

Specsavers sets out clear job descriptions outlining the features of individual job roles…..  These are supported by person specifications which are used to recruit the right staff.

Specsavers attracts and retains its employees with attractive financial and non-financial rewards.

Financial rewards include above-industry pay scales.

Invests heavily in staff training and development This, coupled with non-financial incentives such as generous holiday allowances, free eye tests and low-cost spectacles where required, gives employees significant benefits.

Training, Education and Development

Talent Development is becoming increasingly popular in several organisations, as companies are now moving from the traditional term training and development. Talent Development encompasses a variety of components such as training, career development, career management, and organisational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as Talent Development.

EIGHT BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENT

1. A clear understanding of the organisation’s current and future business strategies.

2. Identification of the key gaps between the talent in place and the talent required to drive business success.

3. A sound talent management plan designed to close the talent gaps. It should also be integrated with strategic and business plans.

Source: Development Dimensions International, Inc., and Harvard University

Source: Development Dimensions International, Inc.

EIGHT BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENT

4. Accurate hiring and promotion decisions

5. Connection of individual and team goals to corporate goals, and providing clear expectations and feedback to manage performance.

6. Development of talent to enhance performance in current positions as well as readiness for transition to the next level.

EIGHT BEST PRACTICES FOR EFFECTIVE TALENT MANAGEMENT

7. A focus not just on the talent strategy itself, but the elements required for successful execution.

8.Business impact and workforce effectiveness measurement during and after implementation

Impact of Mature Talent Management

50 % less staff turnover Doubled the rate of promotions 80% better at developing great leaders 92%better at creating a pipeline of ready successors 71% higher scores on employee engagement � 68% greater ability to plan for future talent needs � 62% higher scores on developing employees

Premier research and advisory services firm focused on enterprise learning and talent managementSource:Bersin & Associates US

Talent Management Model

Business Training Programmes

Our programmes are designed for people across all sectors. They range from tele-marketing, customer care and field sales training through to management programmes that develop the skills of your key players.As part of our service we also offer a confidential, complimentary consultation to decide exactly which programmes would best suit the needs of your company and your people.

Telephone Communications Programme

For WhomTo suit those involved in both inbound and outbound telephone sales and those who prospect for new customers.

The Telephone as an Effective Sales Tool Know your Market – Effective Prospecting Pre-call Preparation and Objective Setting Effective Questioning and Establishing Customer Needs Presenting Benefits Handling Objections Successfully Appointment Setting Closing the Sale Staying Motivated Cold Calling and Prospecting

Field Sales Training

For WhomTo suit people who are responsible for Client Account Management and delivering new business revenue.

Appointment Setting Effective Questioning Techniques Making Winning Sales Presentations Handling Objections Successfully Closing the Sale Retaining your Customers Delivering new business through quality Cold Calling Effective Time Management

Effective Presentation Skills

For Whom

To suit people required to deliverformal presentations.

Client Research Preparing to Present Competitor Analysis Using Visual Aids Presentation Techniques Handling Difficult Questions

Excellence in Customer Service

For WhomTo suit customer service and sales people who are client facing and responsible for delivering the customer experience.

The Qualities and Skill Set Requirements

Examining the Best Practice Models Setting Standards of Performance Effective Communication Skills Building Customer Loyalty Exceeding Customer Expectations Measurement of Customer Service with

agreed Action Plan

Management Training and Development

For Whom Managers in all disciplines who are responsible for delivering outcomes through team performance.

Communication Skills Management Styles Managing People Performance Management Effective Appraisals Coaching and Counselling Chairing Meetings Report Writing Effective Leadership Delegating for Growth

Interviewing Skills and Techniques

For WhomAll staff who are responsible for the recruitment and selection of people.

Defining the Role – Job Description Defining the Profile- Person Specification The Recruitment Advertisement Selecting for Interview Interviewing Skills and Questioning Techniques Post Interview Procedures

Training the Trainer

For WhomAll those who are currently involved with training staff or who will soon be responsible to train others.

Aims and Objectives of Training Knowledge and Skill Sets Assessing Individual Training Needs Creating Training and Development Programmes Classroom Training Questioning, Listening and

Presentation Techniques Motivation Through Training Dual Calling Techniques Assessment and Evaluation Improving Performance through Effective Training

A few thoughts to finish on………

“Today people are often the key resource of an organisation and their employment can make up at least two thirds of all costs.

Well-managed training and development will usually add more value, often far more value than it costs.

Increasingly, a company’s competitive advantage depends more on the quality of it’s staff than on any other factor.”

Shared Experiences ??

Thank you