by Alex Krulikowski

Good training will provide your employees with skills they can use to improve performance on the job; but whether or not the improvements occur is dependent upon the job environment.

Do any of these statements sound familiar?

  • “The training didn’t work.” 
  • “The training was a waste of time; our employees still don’t make good drawings.” 
  • “We had GD&T training before, but nothing has changed.”
  • “Good training should result in performance improvement.”
  • “What’s wrong with these guys? We trained them and they still make mistakes.” 
  • “We learned about GD&T, but we still like to use the old methods because our plants and suppliers won’t understand.”
  • “We had GD&T training, but we don’t have time to apply the symbols so we use the old methods.”

If you’re a manager who’s heard any of these comments, this article will be of interest to you. It provides you with six strategies for inspiring on-the-job performance from training.

The six performance improvement strategies work toward achieving four goals. They will help you to:

  1. Demonstrate the importance of the skills being learned in the training
  2. Establish expectations for performance improvement from the training
  3. Maintain the skills obtained from the training
  4. Create a supportive environment for the training

Implementing these strategies only takes about two hours a month. This small investment maximizes the ROI of the training event, results in improved performance on the job, and contributes to achieving business objectives.

The strategies fall into three categories: before the training is purchased, before the training occurs, and after the training is completed.

Good training offers your employees skills they can use to improve performance on the job; but whether or not the improvements occur is dependent upon the job environment. If an employee is criticized, or told to “do it the old way,” the employee will soon abandon what was learned in the training and do what makes his or her life a little brighter at work.

Measure your GD&T skills level

Before the training is purchased.

Strategy 1: Understand the relationship between the course goals and the company business objectives.
The training should support the business objectives of your organization. Check to see that the course goals and objectives relate to your business objectives.

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Strategy 2: Understand how the course goals and objectives relate to employee job duties that support your business objectives.
This information will help you to communicate to the employee why the training is important, how it relates to the job, and where you expect to see improved performance as a result of the training. If you need recommendations about the course content and what skills students will be able to perform after the course, contact the training provider.

Strategy 3: Plan and budget for follow-up activities and additional support for developing and maintaining new skills.
Recognize from the start that skills need to be supported or the transfer to the job will be minimal. This involves creating a supportive environment, supplying job aids, offering on-the-job coaching opportunities, and giving proper feedback.

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