Training in a downturn - News You Can Use - Brief Article

If you're still reeling from the effects of 2001, you're not the only one. The slowing economy and the events and aftershocks of September 11 have made it a tough end of year. What will happen in 2002? Will we defeat terrorism? Will the economy rebound? Will layoffs slow? Only time will tell. In the meantime, there is some good news: Training is more important than ever in an economic downturn.

In an article published by the Center for Effective Performance, president and CEO Seth Leibler cites an American Management Association report that demonstrates a direct link between a downsized company's improved performance and an increase in training expenditures after layoffs. In contrast, research on companies that laid off workers in the 1980s and 1990s and didn't increase training budgets found that cost savings often failed to materialize and that quality, productivity, and effectiveness continued to fall up to four years after the layoffs.

Leibler offers these tips to help trainers rally the function in times of economic trouble.

Share research about training's importance during downsizing. Arm yourself with facts and figures (see [Left Arrow )))] www.amanet.org/research for the 1999 AMA study), then spread the information to your manager, executives, and other people in the training chain of command.

Demonstrate the link between current training initiatives and the company's business objectives. To learn what those objectives are, talk to senior managers and executives or read your company's press releases, annual reports, and internal newsletters. Then assess whether existing training programs are compatible with those goals. If programs don't measure up, fix them immediately or eliminate them to free up resources for mission-critical training.

Identify new training needs. Often, companies replace laid-off workers with technology, or remaining workers are expected to take on new responsibilities. It's your job to determine whether employees need to learn new skills or work processes and then get them the help they need.

Document all steps. To help senior management understand the Importance of your role, clearly document your efforts to eliminate unnecessary training, improve existing training, and develop new training tied to business goals. Make sure you quantify with tangible measurements.

Leibler is eager to help trainers communicate their critical role. You may email him with questions or for advice at [Left Arrow )))] sleibler@cepworldwide.com.

COPYRIGHT 2002 American Society for Training & Development, Inc.
COPYRIGHT 2002 Gale Group