Why employee training and retention go hand-in-hand
Attracting and retaining quality employees and support staff is expensive for any business, so reducing turnover is vital to success. Training becomes a bridge to employee satisfaction – both in the short- and long-term. Training new hires from day one sets the tone for a business culture that values learning, and invests in people in order to cultivate capable, well-rounded empowered employees. Putting a strong focus on training also helps companies retain employees because they understand and can identify opportunities for career and personal growth.
Initial training helps new hires understand the job requirements, company standards and expectations. Training also provides the opportunity to learn new skills as well as hone existing skills they bring to the job. Ongoing training opportunities encourages employees to develop new skills that create pathways for advancement. Advanced training also keeps employees engaged and interested in their career.
Early training sets expectations and integrates new hires faster and more effectively than a more relaxed approach to training, or worse, skipping training. A new hire who understands the duties of the job and whose questions are fully answered will feel empowered to achieve in a job. Figuring things out on their own will quickly result in frustration, putting them at risk for quitting or being fired – an expensive mistake.
Early training is vital as it helps people connect and integrate into the company. P.B. Bell, a leader in multifamily development, acquisitions and property management, has created comprehensive programs for every sort of job you can imagine, for people with all sorts of learning styles. Day one of any training covers what new employees need to know about the organization, the requirements for that particular job and what to expect as different milestones are reached – i.e., first day, first week, first 90 days, and so on. There is also a special workbook that outlines the growth path for the first 90 days of employment.
Day one training means new staff members can learn key company touchpoints early and begin to practice them. Knowing how to turn touchpoints into great customer experiences – while maintaining consistency in messaging and professionalism in approach – are critical to achieving high rates of resident satisfaction. That’s why P.B. Bell’s training curriculum covers in-person communication, telephone conversations, Internet interactions, company and residential events, in-person customer contact and support, and more.
All people do not learn the same way. Training programs should be accessible in a variety of delivery methods. These include on-site training, online training, webinars, touring classes conducted live at specific sites – whatever keeps people engaged and learning is great. One-on-one and hands-on training events are also valuable for reaching people with different learning styles.
Being able to grow in a position and feel good about their efforts is important to people, and will enhance their view of the organization. Investing in appropriate training helps employees develop a greater sense of self-worth while becoming more valuable to the company. In return, the company can expect increased productivity, reduced turnover, and decreased need for supervision.
Conrad Drewanz is the Learning and Development Manager for P.B. Bell, a Scottsdale based multifamily firm specializing in the development, acquisition and management of multifamily housing communities. For more information, visit www.pbbell.com.