Photo by 23hq.com/ciberado
I was reading this article from the Workforce Management site a few days ago, called: “Banking on Learning“. The article describes the corporate university of North Carolina Branch Banking & Trust Co.
Two interesting things. The first, which I will mention shortly, is something I talk about here frequently – outcome management. A quote:
“I had worked independently in Raleigh, North Carolina, for a long time. If I moved to Winston-Salem to work for the university, I was worried about being micromanaged,” she says. “But I quickly found that Will puts his faith in the people he hires to do their jobs and do them well.”
Alford also found that Sutton is unimpressed by employees who put in excessively long hours and work on weekends. Sutton makes it a priority to be home for nightly dinners with his wife and two young daughters. He wants the same kind of work/life balance for his employees.
The second and more important is the description of the banks approach: “Teach, Preach, Reach”, based on a maxim from Aristotle: “Excellence is an art won through training and habituation“. I am really interested in their interpretation of the second part: Preach.
Preach (Habituation): Local Managers must be actively involved in their employees’ learning by reinforcing what is taught in class.
I think that you can find many managers that look at their employees learning and personal development as something external to their job. As something that needs to be managed generally, by putting down on the paper that their employee learned this or that. Not many of them are really interested in what their employees actually do with that training.
How many times have you seen a manager, take his employee, after the employee returned from a training session and asked what did he learn and the employee thinks it can be used to improve his work? How many times, have you seen a manager take an employee three months after a training session and tries to analyse, together with him, what did the train contribute and how was it helpful or not? I did not see that a lot.
In their book, “Know-Can-Do“, Ken Blanchard and his co-authors talk about how to transform knowledge into action. One of the main things they advocate for is for people to learn less more and not more less. Your employees need less training but need better help in implementing that training into their daily lives. They need your help in reinforcing what they learned.
So, how do you reinforce your employees’ knowledge and skills?