Employee training issues continue to rank at the top of industry challenges today. Finding qualified employees, training new employees and retraining existing employees are commonly reported personnel issues. Training is simply one of the top needs facing the specialty printing industry. Not only does it affect these direct personnel issues, but it also creates production problems, which are a close second in the list of industry issues. It is the lack of skills and knowledge that ultimately leads to poor production practices causing these problems.
The obvious solution to address these highly rated problem areas is improved training. Yet formalized training is often minimal or forsaken altogether due to limited time and budget. Instead, limited on-the-job-training is the prevalent trend in industry. But there is a difference between just showing someone what to do and teaching them its function and impact on the process. Teaching may take some extra effort, but will promote understanding of the role a task plays in the overall process. Employees with this understanding are much more effective at their jobs.
Designing an Effective Training Program
A good training program will provide specific information that can be retained by the trainees. Three dangers exist in presenting effective training.
First, avoid generalized statements, which provide little definitive information. The material you present should answer the questions what, how, when, where and who relative to your topic.
A second pitfall is presenting too much information without focus. Stick to a single concept and explore it well, providing specific instruction along the way. Limit training sessions to 30-50 minutes. If a topic is too big to cover in this length of time, break it down into multiple parts.
Finally, take care not to present conflicting information. This oversight fosters misunderstanding and undermines the effectiveness of the training. Don't present two ways of doing something if they conflict without providing clear explanations and distinguishing one as your company's procedure. Be prepared to support your facts with examples.
Numerous question and answer periods should be scheduled during training. Develop ways to get feedback on the trainee's understanding of the subject presented. Encourage active participation. Use an interactive style instead of just lecturing. Ask the participants questions to get them thinking.
Provide written outlines of the presentation and any visuals being used. Make a point of emphasizing key points by writing them on a board and reviewing them several times. Put up key diagrams and pictures in work areas for reminders.
Use visual aids and demonstrations as much as possible. Use pictures, illustration posters, slides, print examples, material samples, measurement equipment etc., anything that will show the concept being presented. Remember as much as 77 percent of all learning is visual. A picture or visual example is worth a thousand words. Be creative.
Once the training is completed, acknowledge improvements in the trainee's skills. Assess the effectiveness of the training, and make changes accordingly. Provide further opportunities for employees to learn more. Update them on new technology so they stay current with the latest industry information.
SPTF's Process Model Chart is an excellent tool for creating training presentations and programs for the screen printing process. Each box on the chart can be addressed in a separate training session. Some sub-processes may be too extensive to cover in one 30-50 minute training block, so it may be necessary to divide it into several parts.
Here are some points to begin creating training workshops for your company.
1. Define the sub-process and its overall function in the process.
2. Identify the variables in the sub-process. Use the variables listed in the box for that sub-process as a starting point and add to it if necessary.
3. Develop a written procedure for accomplishing the sub-process in your company.
4. Define how these variables are controlled, measured, evaluated and documented. Discuss and demonstrate appropriate equipment.
5. List the safety issues and proper handling instructions for the sub-process.
6. Identify maintenance/storage instructions.
7. Describe how this sub-process affects the process or end product if it is not completed properly.
8. Specify common problems and troubleshooting charts for those problems.
9. Make copies of several articles covering the topic available to your employees and encourage them to read them
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