Training the Trainer

We’ve gone into hiring mode for the first time in a couple of years. This is due to two factors. First, business continues to strengthen, necessitating more workers to get the job done. Second, some of our people have moved on to greener pastures. When somebody leaves, it creates an opening for somebody else. The end result is that we’re not just calling back former employees who were laid off. We’re bringing new people into the organization.

Since it has been a couple of years since we have done that, we are relearning lessons on training new people. Our usual method of training is OJT or job shadowing. We assign the trainee to follow an existing employee for a few weeks. In theory, the trainer shows the trainee all of the ins and outs of the job. Anything the trainer doesn’t teach, can be picked up from the work instructions and operating procedures.

At least, that’s the theory.

We had one guy training for five weeks at one position. When we gave him a written test at the end of that time, he failed miserably. It turns out he couldn’t read the questions, either on the test paper or the work instructions that contained the answers. We had to let him go. Oh yeah, we’re supposed to test for literacy on the front end. So now we’ve reinstalled that part of our hiring procedures.

Another lesson we’ve relearned is to provide milestone tests to be administered during the training period. We fell into the lazy trap of waiting until the very end of training, and then testing everything at once. We had one person fail all of the tests. It turned out the trainer had used the “monkey see, monkey do” technique to have the trainee go through the motions of the job. But the trainer had never bothered to explain what the individual actions meant, or why they were included in the job.

It’s possible that the trainer had tried to explain these things. But this was the first time that particular trainer had ever trained anyone, it is very loud out on the shop floor, and the trainer was not particularly articulate in the first place. However, we realized that by virtue of hindsight. The bottlenecks to successful training could have been removed weeks earlier if we had enforced a testing regimen on both the trainee and trainer.

In our training model, testing performs a quality control function. If you want to know if your training is effective, than you devise a test that covers the material being trained. If the trainee can pass the test, then the training is effective. If they cannot pass the test, then your training is ineffective.

Obviously, if your training is going to be ineffective, you want to know as early in the process as possible. That way you can take steps to improve your training (maybe replace the trainer, maybe replace the trainee) before too much cost has been expended.

Because the testing is a pain in the butt, the trainers tend to push it off as long as possible. It’s up to management to enforce the testing regime. And as this whole incident has shown, everybody needs refresher training every now and again.