Good Training: Why Agencies Should Invest in People
Employees should have continual training. They should be trained in “conflict resolution, hospitality and emotional intelligence,” according to Richard Branson of Virgin Cos.
Employees need to truly understand the customer’s perspective to resolve issues and not push the problems or issues up the chain. As an entrepreneur, how can you bring people together to solve problems and build their trust in each other?
Have question and answer sessions with employees to ensure the owner addresses concerns. This is the first step in building bonds between front-line staff and senior managers, which helps create open communication. Executives and managers need to get to know employees and identify skill sets.
Employees need to be able to solve problems on their own. Employees need the confidence and skills to do so, as they are on the frontline. Handling customer complaints teaches employees the issues and how to handle them. If not, they need to speak up and learn. This also helps managers by reducing time spent on dealing with customer complaints.
Most often, the issue is not having enough information. Reduce limits to access on databases and invest in new information technology. Do what it takes to make sure employees can seize the initiative on their own. The best organizations do not silo information. Good training is good business. Investments in staff should be at the top of the list. As a consultant, I always wonder when I see a company that pays little in the education expense category. How do those employees feel?
If owners and managers are good to their employees, they will attract some of the best people in the business, and they will help the firm stay ahead of competition. The best way to train employees is to have them spend time at the desks of other employees in the firm. Also, they should go on sales calls with top notch sales people, so they can see what the firm is up against. That way, even if they are in customer service, they understand the concerns and needs of the firm’s clients and what is expected by the people the firm serves or wants to serve.
Once training is complete, find ways for employees to hone skills. Allow transfers to different departments or positions. Allow people to move up in the organization rather than always hiring from outside of the company. Work on solutions to better training, ask the staff what they need. When management increases staff skills, loyalty, motivation and experience are also increased. Owners are setting the company up as one of the best in the business. The owners are looked at as the best employers and market leaders. Turnover is diminished in these firms.
Other types of outside training should be discussed on how to improve people’s interpersonal skills, such as leadership camps, meditation, stress reduction, financial planning, etc. Again, it is good to discuss with employees what would be helpful. A good time for this discussion is at employee review time. Many people should be able to work from home so they can spend more time with their families and less time on the road. Commute times in many cities have become unbearable, i.e. in parts of California, New York and many big cities. Mass transit can also be crowded and uncomfortable. Some employees are now working flex-hours and even four-day work weeks. Be flexible to focus on employee needs. Allow people to have a good work-life balance.
It may also be a good idea to help pay for childcare for employees and gym memberships. Employee bonuses can be days off instead of additional money. Ask employees what is most important to them. If management seems to care about them and does more to make their lives easier, they are more likely to have long-term employees.
Training is not a one-off thing. Make it an important part of the firm’s budget. Employees must stay on top of market developments and have additional training and refresher courses to stay ahead of the competition. This will also make the firm a great place to work.
Oak is the founder of Oak & Associates, and Schoeffler is a financial analyst and junior consultant of the firm. The firm specializes in financial and management consulting for independent insurance agencies, including valuations, mergers acquisitions, clusters, sales and marketing planning as well as perpetuation planning. Phone: 707-935-6565. Email: catoak@gmail.com.