An indisputable fact is that properly training employees in safety protocols is the most effective way to prevent injuries. What can be disputed, however, is how to achieve effective training. So EHS talked with training expert Maria DeLorenzis Reyes, CEO, Training Innovations/MDR Brands. With over thirty years of experience in training, including working with industrial companies, she offers some insights to ensure the best possible training methods.
EHS: Given the evolution of training, including new technology, what methods do you find to be effective?
MR: It’s truly a matter of using a combination of methods, as well as multiple modalities, to make sure the information is digested and understood. Using video, or augmented reality, is an excellent way to learn what procedures need to be done. But what Is even more helpful, and often isn’t always available, is to take the time to have a discussion afterward. Having interaction after going through an activity, or simulation, to discuss the different aspects of what was learned is essential. That is the experiential part of training and it's a very effective way to master the material.
Safety training shouldn’t be a “check the box” compliance exercise. A discussion is necessary given the fact that questions come up when an employee tries out the procedure they just learned. It’s different when you watch someone do something compared to doing it yourself.
Here is an example of incomplete training. One of the common issues in industrial organizations is the ability of employees to master their jobs when performing on a line. In one company I was consulting with, while operators did receive training it was insufficient. They were shown what to do once and they never really learned. While management was placing the blame on the operators, I took them through an exercise to see how the training was being done and what was necessary for people to really learn and master the procedures.
EHS: With people coming into industrial settings from a variety of job experiences, how do companies design training?
MR: First with those employees coming from fast food, for example, there are some similarities in that there are specific procedures and standards that are common to all industries. However, in addition to those technical skills, employees need to be trained in what we refer to as soft skills. Employees need to have context for the jobs they are performing. They need to understand who the company’s customers are and understand the ecosystem in which the company operates. You need to have a holistic approach to training as this is what brings synergy to operations.
A way to bring all these factors together is to make sure there is an instructional design element to any training program. Programs needs to determine not only how to impart this information but be able to assess mastery. Technology can be a helpful tool to implement this phase of training.
EHS: Is having a ROI on training still an issue?
DR: It is, but it shouldn’t be. Training is an investment and it’s hard to put exact metrics on training. And it takes time. Often companies view things in the short term, but training should be viewed as a strategy to help a business run smoothly and perform well. A trained workforce is key to that. One of my favorite sayings is when the CFO asks the CEO, what if we train a worker and he leaves? The CEO replies, what if we don’t train them and they stay?
I feel training is truly a company’s mindset. It’s a leadership pillar that is embedded into the company. By investing in training, the company is investing in its future.
EHS: As younger workers are more eager to both provide their opinions and welcome feedback, how does this affect training?
MR: Having feedback during, and after training is a key to the interactive training I talked about before. The company culture has to be one that welcomes feedback. It’ can’t be a token, such as turning in a form. Companies have to respond to what people are saying so that people feel comfortable speaking up. Employees need to feel that their company is a place where they can offer opinions without punishment or retribution.
This feedback loop will lead to a clear leadership mindset. Companies need to realize that with different generations of workers currently in the workplace, listening to feedback from everyone is important. Companies also need to understand that some of the older models of leadership are moving to newer ways.
EHS: Speaking of new leadership models, how is your training philosophy different?
MR: I consider my style to be unconventional. I go against the grain and hope to inspire others to do that as well. Older leadership styles are still currently embedded in many organizations. Those leaders became leaders because they were good at their jobs. So, they are leading without any experience in training and just following along how things were done in the past.
I encourage leaders to abandon many of those styles that no longer work. They need to move away from their short-term views and their focus only on numbers and performance and try to understand their workforce. Figure out what keeps people in their company motivated and engaged and what makes them want to stay. You won’t find those qualities in ROI metrics, but it’s the foundation of a company and what will determine their success.
EHS: So how can leaders transform to new styles?
MR: I would say that many leaders understand there are elements in their style, or strategy, that are missing. This open-mindedness is key to improvement. There are a number of tools and assessments to begin this process. (Note: here are some free assessments that her company offers.) She also does a podcast.
One of the key exercises is for leaders to pinpoint what they feel is strong leadership and identify those traits. Next, they have to do some self-analysis. I ask them to hold a mirror up to themselves. Do they have the traits they admire in leadership? Does their behavior reflect those traits? And if not, they need to be open-minded and make a commitment to do better.
Strong leadership naturally leads to a culture that values training, interaction and feedback, which ultimately is how you can keep people safe.
