The idea of training--sitting in a classroom and being tested for your knowledge--commonly causes significant anxiety, particularly among older workers. There are also some folks who may even seek to undermine the launch or ongoing success of a program, severely limiting its impact. The Center's long history of providing skills training in the region for many employers has taught us a few things about overcoming this resistance:

Make the Training Worthwhile

Employees ask what is the most important question to them: ‘What's in it for me?' If they are asked to invest their time and effort and possibly risk failure, is the return-on-investment worthwhile? Here are some suggestions in building some enthusiasm for participating in skills training programs:

•  Consider a pay-for knowledge program that rewards completion of each major skill level with some incremental increase in pay rate and/or ranking.

•  Provide all or most of the training on company time.

•  Select a proven training organization that is responsive and cost-effective.

•  Make the most of value-adding time. Bring the skills training and lab equipment in-house. Let the training supplier ‘do the walking' and reduce the travel and time burden on your employees and the organization.

Earn Trust, Obtain Buy-in

If there is no buy-in from the beginning, the program is likely doomed. No one wants ‘another program' forced upon them with no follow up support from management. Here are some ideas:

•  Communicate the need for a proposal to provide training and assessment to employees. Hold group meetings to discuss the issues and why training will help the firm's competitiveness in the global marketplace.

•  Include union representatives and employees in the program planning from the start. Allow the training provider to perform a needs assessment through focused group interviews and plant tours involving a good representation of the potential trainees. Separately, do the same with managers and supervisors. Review the resulting skills training plan with employees.

•  Have potential trainees meet the instructors. After hearing them talk about the training and the nature of assessment, they will realize the instructors are industry experienced and able to relate to their concerns.

•  Give potential trainees samples or examples of assessment questions. Show a balance of theory and practical, hands-on exercises.

•  Reassure employees that this training will in no way be used to evaluate or screen them out for future employment in their present jobs. Treat specific assessment results and grades as confidential, known only to the instructor and a human resources manager.

Ensure a Successful Program

A positive launch is important and management commitment is critical:

•  Address the trainees' basic foundation skills. There is nothing worse than having an employee fail skills training due to poor reading or math skills. Remedial support is available.

•  Develop a policy for training. Include policies for attendance, getting ‘called out' of class, testing out of courses, assessment requirements, Satisfactory vs. Unsatisfactory grading, makeup of missed classes or assessments, and repeating failed courses. Stay consistent and objective when enforcing policy.

•  Position the ‘champions' in the first round of classes. Let those with the best attitudes experience the first course and spread the word.

•  Appoint a committed program coordinator. This person serves as the liaison with the employees and the training organization to help ensure good communication and continuous improvement.

•  Attend the first session. To have a management representative at the first session indicates commitment. Attend a class from time to time to show sincere interest.

•  Utilize participant evaluation sheets and elicit feedback from time to time. Act on the feedback

•  Reward the participants. Personally hand out the course certificates, recognize and celebrate.

•  Be sure to have employees utilize and exercise the newly obtained skills through work assignments.

Because of the experience the Center for Business & Industry has gained working with such important companies to the region as Nestles-Purina PetCare, Binney & Smith, Behr Paints and ISG- Steelton Plant, we have learned that planning for skills training is just as important as the effort in the classroom. We look forward to sharing that experience with you in overcoming employee resistance to training.

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