Training for success: understanding the specific needs of your company is key to developing an employee development and training program.

TRAINING RETAINING AND developing the right people is job one for business success.

Most would agree that the most challenging aspect of running a business, regardless of its size, offerings or markets served, is finding, hiring and retaining good workers. Whether you are located in the heartland of the U.S. or an Asian industrial city, having the right staff is job one on the road to business success.

Companies must deal with training for different reasons. Many larger companies, notably those in Asia, have a high turnover of employees and, therefore, need to continually tram new staff. What drives these companies' training needs typically involve one of two basic reasons.

The first is if the company is located in a fast growing, competitive location, such as China, employees frequently jump ship for even a small monetary gain. The second is that some companies have a draconian approach toward employees. These companies often provide substandard working conditions and foster an unreasonably high pressure work environment which, in effect, forces employees to choose to move on rather than submitting themselves to increased workloads and related pressures for minimal, if any, financial or emotional reward.

While companies in both situations inevitably attempt to process out individuality and rely on equipment and process consistency to offset the lack of a skilled workforce, they still end up investing considerable time and resources on classroom and on-the-job (OJT) training.

Smaller companies, with fewer resources, have been affected more dramatically by the shrinking supply of skilled and experienced talent and by global competitive pressures that have forced everyone to embrace "lean" operating approaches while grappling with ever-increasing technological demands.

One way to focus on training is to start by thinking through the needs in terms of the type of training needed, available sources for that training and the training method that best fits the individual situation. When considering training types, identify training that is generic to manufacturing versus what is required for producing your specific product or technology. It's often best to separate the two types. Only once the types of training you may need are thought through are you in a position to maximize the training options.

Training that is generic to all businesses, not just manufacturing, includes everything from the basic education of language and math skills to more sophisticated or in-depth knowledge of the concepts of continuous improvement and lean manufacturing, process problem-solving or safety/housekeeping. This type of training is needed by companies of every size and industry, and is typically delivered through a structured classroom approach.

For these reasons, this type of training is offered by many sources including colleges, technical schools and training consultants. For larger companies with dedicated training or HR staff, it boils down to choosing what is needed and when it fits the budget. For smaller companies without the staff or resources, identifying appropriate training is more challenging.

One place smaller companies might want to start is by contacting the person in charge of training or human resources at a few neighboring large companies, even if those companies are in different industries. They can help get the lowdown on what training options do a better--or worse--job delivering quality, cost-effective results. Also, big company training managers may conduct in-house training and may let your employees participate at a fraction of the cost you would otherwise need to spend for similar courses. This is a great way to train small numbers of people cost effectively and locally.

Training focused on manufacturing your product requires in-industry sources and preferably in-house training methodology. Typically, a company will target the employee(s) or departments who need the training and then try to figure out the best way to accomplish it. Often the best places to look for excellent, industry-specific training are through associations, such as IPC, or industry events, such as PCB Design Conference East/West. While not typically in-house, the range and depth of what is covered makes the time commitment well worth the effort, especially when grappling with technology-related skill sets or industry specifications.

Another great source for industry specific training is suppliers. When training is needed related to specific materials and processes, suppliers can provide excellent--and usually local--training. Training by a supplier may be in the form of an informal presentation at your facility or handled through a formal seminar. In either case, the tradeoff for industry-specific training is less flexibility as to when or where that training will take place.

Finally, there is the most common form: company-specific training. This includes ISO, safety and training related to specific manufacturing processes and equipment. Every company participates in this type of hands-on training--whether by plan or need--but most underestimate how much OJT actually takes place and, more importantly, how it can overshadow the need to participate in the other types of training.

Large and small companies need training if they are to thrive. But unless the training needs are targeted, sources identified, methodology understood and action taken, retaining and developing good staff will not get easier. A simple approach to training can be the best way to achieve excellence.

PETER BIGELOW is president and CEO of IMI (imipcb.com). He can be reached at [e-mail].