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Ask the Training Expert

When complaints about my training are made to my superiors that I feel are unreasonable, how do I set the record straight while still maintaining a positive relationship with the customer?

The key tools here are the partnership agreement, the measurement tools and the sign-in sheet we recommend in class. Chances are one or all of these haven't been done if you are getting complaints.

• Partnership Agreement - This tools helps you create expectations so you can get what you need to do a good job. One of the things recommended in class was to have their internal staff be a part of the evaluation process (performance checks), so they can see for themselves the skill level upon completion. Each component of the partnership agreement can help, but in your situation, this might be the best solution. It also helps to make them take greater ownership of the results and hopefully reduce or eliminate complaints.

• Measurement Tools - Completing the Performance Checks on each trainee shows the customer the skill level when they have completed the class. The documentation from the PCs is a good tool on which to base a recommendation for additional training, if needed. The feedback sheet (smiley sheet) is helpful too - it may give you, the trainer, feedback indicating that they haven't learned a particular skill.

• Sign-In Sheet  - The sign in sheet is another good piece of documentation that tells the customer: 1) if the trainees actually completed the class, and 2) what follow-up recommendations you are making. It is good to use this with a customer discussion after the training has been completed, as well as leaving a copy.

If you haven't completed these documents it's hard to "prove" that you are not at fault. But let's say you have forgotten to use these key tools, or didn't have time and now you are facing a complaint. You need to calmly ask for specifics: which tasks need additional training, what is the downtime issue and what skill you think they may lack that could have caused the problem. You may want to also ask if the people you trained are actually the people running the equipment. Sometimes the customer will begin to see the cause is really NOT your training. But if all fails, you may have to go back and do more focused training, this time ensuring that you use the performance checks and have an internal person present. This additional training should be covered under the warrantee. Documentation is crucially important.

One of the key end results of effective training is to reduce these types of complaints. Give the tools from class a try and see if you don't get better results. Keeping good relationships with your customer is key, so don't be afraid to do that upfront work mentioned above - they will respect you for it, take more responsibility and know that you are trying to deliver the best possible training.

I feel that I need more training, but there is no budget for it (in terms of time and money) at my company.  What do I do?

This is a common complaint - that the service techs need more training, especially as new technology is introduced. Time and money are always sited as the problems. Money can be partly dealt with in 2 ways:

1) PMMI offers training scholarships to attend training to upgrade your skills. The form to fill out can be downloaded at http://www.pmmi.org/ms/connection/memberemployee.asp

2) State grants can be applied for – as we discussed in class, sometimes the easiest way to do this, without a lot of legwork, is to contact your local technical or community college. They often have grants associated with courses. Contact your local Business and Industry Department at the college that offers what you want - they will be happy to help.

Time, on the other hand is much harder to find because you spend so much time on the road. For some topics there are online courses, but most service technicians require hands-on instruction because you’re dealing with technology. You're going to have to use the value of training information here to sell your manager on how it will benefit the company. The easiest way is to think in terms of the worksheet in section 1 of the workbook. What is the cost of the training (time, actual course cost, etc.) and what are the consequences if you don't take it? If you can show how it will affect your equipment's reliability and customer complaints, that goes a long way in translating to profit vs. loss. Management usually likes to see things in writing too (even if it's just the name of the class, the cost and the time) so put down in words the "value of the training" as you have measured it and that will support your request. Last but not least, it is important to take advantage of those in your company who possess the new skills you are seeking. See if you can set up devoted time to work directly with that person.