They've Had the Training, Why All the Mistakes?

Consider the following scenario: A core department employee completes a 7-week training process on the operation of a core machine. After completion of the training, the employee was assigned to work on one of the easier jobs in the department. Several days later the department manager learns that the processing department had to scrap a large batch of castings made with the same cores. Upon investigation, the manager discovered that the core machine operator was improperly setting the pressure on his machine and consequently made 800 defective cores. Further investigation led to the following conclusions: the core machine operator increased the pressure on his machine because he observed several other operators doing the same thing. He knew that the increased pressure would allow the machine to operate at a faster rate and he would be able to exceed the assigned rate for the job. Additionally, the manager learned that making rate was discussed several times during the training process, and the employee's sup ervisor had recently stated that the employee would have to improve his rate to be successful.

Lost Training?

Why didn't the employee utilize the knowledge and skills learned during training when he started to do the job on his own? This is the fundamental question asked by trainers. To ensure the implementation of new skills and knowledge, managers must consider the actual and perceived environment trainees face once they are assigned jobs. After learning a new job, the average employees are proud of their accomplishments and ready to make a contribution as part of the group. By recognizing the following four work environments and, if necessary, correcting them, managers and supervisors can make sure training concepts are transferred back to and used on the job.

1. Employees may face a work environment in which correct behaviors and attitudes are negatively reinforced--Sometimes employees receive negative comments, disparaging remarks and even punishment for performing the job just as they were trained. Co-workers could be making comments to the employee such as "veterans don't do the job like that" or "forget the way you were trained, this is the real world." Supervisors also could be giving verbal and/or nonverbal messages that discourage performing the job correctly. An example is when an employee is carefully attempting to be accurate with a job and is singled out for overtime or even reassigned because he did not grind the number of parts expected. Another example is an employee who is trained to use certain personal protective equipment then is verbally reprimanded for not producing at the same rate as before the equipment was used.

2. Employees could face a work environment in which incorrect behaviors and attitudes are positively reinforced--Have you ever known someone who has been in a hurry to get to an event so they drove much faster than the speed limit, went through red lights or took chances that normally wouldn't have been taken? Often, the result is that the person did not get stopped by police, arrived at the event on time, and made people happy by doing so. This person received multiple examples of positive reinforcement for incorrect behavior and, therefore, may find speeding and taking chances even easier the next time.

When an employee is given positive reinforcement for a good job in which he took chances with machine operating limitations, bypassed safety requirements, damaged tools or didn't follow work procedures, you can rest assured the employee will display the same types of behaviors in the future. Therefore, managers and supervisors must be careful when they recognize employees for accomplishments because they may be rewarding them for not following the correct operating and safety procedures. An example of this type of work environment was discussed in the opening paragraphs of this article. The new core machine operator increased the pressure of the core machine because of the "reward" of operating the machine at a faster cycle.

3. A work environment in which wrong behaviors and attitudes are negatively reinforced--This type of work environment is not the best environment, but leaders must be consistent about correcting wrong behaviors and attitudes so employees don't develop incorrect habits on the job. At times, supervisors and managers must use disciplinary measures to correct wrong behaviors. When employees have been properly trained and the conditions are such that the work can be done correctly, this type of negative reinforcement is necessary. When this is the predominant attitude in the workplace, it can be destructive to consistent employee performance.

4. The most productive work environment that an employee can face on a daily basis is one in which correct behaviors and attitudes are positively reinforced--This is an environment in which managers, supervisors and co-workers consistently notice when employees are performing correctly and displaying the expected attitude. Outstanding supervisors are particularly attuned to employee performance and ensuring the proper behaviors are positively reinforced. Other valuable forms of positive reinforcement include such things as expanded responsibilities, assignment as a trainer, special assignments and research projects.

In a world-class training environment, managers and supervisors are aware of the work environment that employees are experiencing after training is complete. Striving to improve some of the situations discussed will give you an

edge when it comes to ensuring the transfer and use of learning knowledge and skills on the job.