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N E W F R O M A C H I E V E G L O B A L

A large percentage of work-ers entering the workforce donot have the fundamentaltechnical, business or interper-sonal skills to become effec-tive employees. And manycurrently employed workerslack the skills to earn promo-tions or even stay employed.To fill this critical and costlygap, many organizations areimplementing fundamentalskills training. First, however,they have to select the specificskills needed as well as deliv-ery methods that will providethe greatest return for theirinvestment.

In the early 1990s, a U.S.Department of Labor studyfound that more than half ofthe nation’s young peoplewere leaving school withoutthe knowledge they needed tofind and hold a job. Evenmore alarming, many knewlittle about such basic work-place demands as showing upon time and calling in whenthey are sick. Today, this situ-ation continues to pose seri-ous problems for organiza-tional leaders.

Prioritizing needed skillsIn a more recent study,

AchieveGlobal asked trainersand managers in a variety ofindustries to rate the impor-tance of 23 job-related com-munication skills for their or-

ganizations. Our findingswere similar to those reportedin other research. Here aresome highlights:

Interpersonal relationships.Respondents rated “resolvingissues with coworkers” and“maintaining good relation-ships” most important. Manysaid employees need to betterunderstand how their actionsaffect coworkers and howtheir work habits directlyrelate to the success of thecompany.

Communication skills.“Communicating ideas,”“listening for details” and“knowing when to ask for oroffer help” were viewed asmost critical.

Self-esteem and work ethic.Nearly all respondents indi-cated the following as impor-tant factors for success:• accepting responsibilities• showing respect for self and

others• remaining focused amid

change and challenge• taking pride in a job well

done• managing work priorities• managing personal growth

A common concern wasthat many entry-level workershave had little exposure to thereal world of work. Often,they have unrealistic salaryexpectations and tend to makeassumptions about career

Fundamental work skills:A prerequisite for performance

planning and promotion. Andeven experienced line andstaff-support workers may notbe prepared to cope withtoday’s changing work envi-ronments, overcome obstaclesand solve problems.

What trainees are sayingTo examine the effectiveness

of this type of training,AchieveGlobal asked partici-pants in its new fundamentalskills program to describe per-sonal obstacles and assess the

1. How many of your lineand staff-support employ-ees, and job applicants,lack basic interpersonalwork skills?

2. How is that affecting youroperations, image andbottom line?

3. How is it affecting cus-tomer perceptions?

4. In what areas is a lack ofskills most crucial to yourcompetitive status?

5. How will top managementsupport the training?

6. How will you gain commit-ment from middle man-agement?

7. How will you ensure en-thusiastic response fromline and staff-supportemployees?

8. How will you communi-cate the importance of theprogram?

9. What are the learningstyles of the people youneed to train?

10. What barriers (such aslanguage, literacy or cul-ture) might exist?

11. How will you rewarduse of the new skills?Incentives? Performanceappraisals?

12. Who will participate inthe training?

13. How will you tie the train-ing to organizationalstrategy and vision?

14. What resources willyou use to implementthe training? In-house,vendor?

15. What is your plan for pre-paring managers andsupervisors to follow up?

16. What coaching or otherfollow-up activities are re-quired?

17. How will you ensure theeffectiveness of the imple-mentation?

18. How will you assess theresults of your training?

19. How will you determineif he learning is used onthe job?

20. What indicators willshow how the trainingimpacts your bottomline?

If your employees need fundamental skills training,here are some questions to consider

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training’s value in helpingthem overcome these barriers.The respondents, from a vari-ety of work, educational andvocational settings, cited theirpersonal deficiencies in basiccommunication, interper-sonal, coping or problem-solving skills.

One trainee explained thathe didn’t know how to handleconfrontations. Training incommunication skills andhow to handle disagreementshelped him to better under-stand another person’s pointof view so he wouldn’t becreating uncomfortable situa-tions.

Another participant de-scribed an ongoing conflictwith another employee thatresulted in both losing theirjobs. She commented that ifshe had had the trainingearlier, they might have beenable to “talk it out.”

A team leader in a corpo-rate shipping departmentexplained that the traininghelped him improve commu-nication and team skills andbe more effective in his job.

Some participants said theircoworkers needed the train-ing. A corporate mail-roomemployee described some ofthe people he works with as“just there to get in their eighthours.” He said trainingwould help these workers taketheir jobs more seriously.

The trainer’s perspectiveWe also asked several train-

ers about their experiences intraining these workers. Onerespondent indicated that 30percent of Welfare-To-Work

and School-To-Work popula-tions lacked fundamentalreading and writing skills.

Some participants learnmore successfully through per-sonal stories and role-play.Others have a difficult timewith the teamwork requiredfor such activities. Still others,due to literacy issues, do notdo well with paper-basedlearning.

Another expert indicatedthat many line and support-staff employees have difficulty“working within a team, com-municating orally, speakingup in meetings, knowing whento request help and under-standing their job responsibili-ties.”

To overcome these barriers,fundamental skills trainingprograms need to includemethods that meet variouslearning styles and compe-tency levels.

Fundamental skills trainingand bottom-line results

Many Fortune 500 compa-nies believe that basic commu-nications skills training paysback significant dividends. AMotorola representative esti-mates a gain of $30 for every$1 his company invests inemployee training. Levi-Strauss & Co. experiencedrecord sales and profits afterit instituted a new trainingprogram in 1995.

Marriott International real-ized a savings of $4 for everydollar spent on work-skillstraining and a social assistancehot line for Welfare-To-Workemployees. This gain reflecteda reduction in management

hours spent helping employ-ees with time-managementand interpersonal problems.

What does all this mean toleaders of today’s organiza-tions? The message is clear.Employee training in funda-mental skills is a prerequisite

for success in today’s diverseand demanding workplace. n

*AchieveGlobal research was con-ducted in 1998 by D. Corinne Ma-son, Deadtrick Newson and EdwardR. Del Gaizo, Ph.D.

WorkSkills: Steps to Your Success program helps new andexperienced employees gain the skills needed to succeed intoday’swork environment.

• What It Takes to Succeed: The Basic Principles provides a strongfoundation for communicating with managers and co-workers aswell as a clear understanding of workplace norms and expectedattitudes and behaviors.

• Getting the Information You Need offers a four-step process forrecognizing what they don’t know, asking focused questions,encouraging others to share information, and checking their ownunderstanding of what they hear as they take on new tasks orassignments.

• Speaking with Confidence provides guidelines and comfortablepractice opportunities for preparing and delivering a clearmessage.

• Managing Life Outside of Work: Handling Emergencies and Resist-ing Temptations helps participants identify emergencies and temp-tations, develop emergency plans, and create a personal strategyfor resisting common temptations to “call in sick” or just notshow up.

• Positive Responses to Change shows how to make the most ofchange, rather than resisting or just enduring it. The module fosterspractical optimism by helping participants see the bright side of anew situation and not dwell on what is lost.

• Helping Your Team Work demonstrates the value of strong team-work and the consequences of a lack of teamwork. Participantsassess video examples, evaluate their own team behaviors, applythe guidelines in practice situations and plan to use the skills onthe job.

• Defusing Emotionally Charged Situations illustrates the consequencesof allowing emotion to get the better of them and helps partici-pants identify and manage their individual “hot buttons.” Theylearn guidelines for handling others who may be out of controlemotionally.

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