How organizations approach training and certification has a direct effect on development and retention.
In the property restoration industry we all have heard multiple employers complain that they sent their employees off to a water damage certification class only to lose them in a short period of time to their competitors. These same persons in positions of leadership believe that the issue is 100% on the employee side. If we take a step back to dig beneath the surface are we able to determine whether the symptoms give us more insight on the potential cause(s)?
Organizational approach to training
How does your organization approach training within your team? Is training a priority in the sense that those responsible come prepared to meetings with relevant information? Often designated training time approaches with no preparation and is utilized by leadership to air out opinions on how the team is coming up short on execution. When a team has experienced water, fire and hazardous restoration employees, there are plenty of resources to facilitate sharing of knowledge from within.
Questions leaders should ask about training
Organizational approach to certification
How does your organization approach certification with your team? Is certification something that is earned and celebrated? Most organizations are one of two extremes - A) certify everyone from day one or B) certify as few persons as possible.
Certification extreme A often puts the cart before the horse and produces employees who have the book smarts without any field experience which creates some tension with their trainers. Being able to quote the IICRC S500 standard reference guide for professional water damage restoration is only one of many steps to being able to successfully perform mitigation.
Certification extreme B creates an environment without opportunity to expand knowledge or promotion within the team. While those in leadership would say they value industry certification, they either value it too much or do not practice what they preach. The end result is that only a few designated representatives become the information silos in the workplace.
Organizational application of certification
Whether you certify everyone or only a select few, what do you do with certification on your team? If your competitors are lining up to pay your employees who have become more valuable by completing benchmarks such as IICRC S500 or EPA RRP, why are you not competing for your own internally developed resources?
Common organizational responses to certification
Optimizing training and certification
Lead by example. As a person in a position of leadership, are you still actively learning new things about your industry? While the leader should not be the only one acquiring certification, they should lead by example that on going education and personal development are important. When was the last time you learned and/or shared something?
Invest in your greatest assets. Do you invest in regular training to develop your teams abilities and opportunities? Employee retention in the current economy is more difficult and costly than customer acquisition. Certification alone is not the cure all to employee development but it should be viewed as a valuable tool for the team as well as the team members.
Celebrate achievement. Who doesn’t like to celebrate? What does your team celebrate? Do you celebrate certification both leading up to and following completion of the course? Do you make an effort to notice and share the day-to-day wins of your team?
Don’t allow negativity to steer the organization
Perhaps many organizations are speaking their future into reality when they view their team members in a negative light. If you are fearful or suspicious of your people leaving the organization rather than blame them for being unreliable, make an effort to create an organization that they wouldn’t want to leave. Easier said than done, but clearly focusing on blaming others and complaining to your friends with similar negative views isn’t fixing the problem.
Thoughts on personal and professional development.
Jon Isaacson has a monthly feature column with Restoration & Remediation (R&R) Magazine titled The Intentional Restorer