I have noticed around my department that training has become one of the main focuses. My company has only been open for approximately three years and people have moved from this department to the next with out leaving behind or developing any type of system or training matrix for the next person coming in to learn from . So we are forced to learn as we go an use each other. This has proven to be difficult at times due to the face that each indivual does things differently and develope their own way of doing thing.
Our goal know is to develop a step by step training module as we go. Something that based on a step by step process and easy to understand and follow so anyone would be able to do a specific task. Its showing to be a lot of work but is also proving to be very beneficial in all aspects. By doing this we have devloped some formal process that needes to by followed in order to the the job correctly.
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EAYOUNG,
ReplyDeleteI have noticed the same thing in my job too. What I see on a frequent basis is that an employee would be sent to training or have an area of expertise that they are the ONLY SME available. Where this becomes a major pain is when a SME turns in their two week resignation. Now you only have two weeks for that employee to perform a knowledge transfer or to conduct cross training. Every managers goal is to have all of his employees on the same knowledge level, meaning that all are SME in a variety of subjects. The road block in the above sentence is how do you plan cross training or knowledge transfer in a dynamic fast paced environment where work comes first and training comes second.
Eric, a procedures manual will certainly help to systematize job tasks and responsibilities. Cross training might be a good idea too, so that if someone does leave, another person knows what that job entails. Good points here. Dr. Keane
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