The problem with training


You hear it all the time in the training business:

•"It's too generic and doesn't fit what we do"
•"If I want something specific to my operation, I got to pay the guy to do an 'evaluation' before he even starts."
•"It's too expensive to send somebody to a seminar."
•"Anybody I send might learn, but he/she doesn't teach the others."
•"I've got a ton of certificates in the front lobby and a banner for the plant. BUT I haven't seen enough improvement in profits to break even from the cost of training."
•"As soon as I have them trained, they quit."
Under certain circumstances, all of these can be correct. But history teaches us a lesson: You can't sit through a day or two of training, come back with a title (i.e. Certified-Black-Belt-Ninja-Super-Molder), and immediately work miracles on the production floor.

In centuries past there was the Guild System. You first did the menial chores. Then you learned the basic skills of your trade and were declared an Apprentice. After a few years you 'worked at the Master's Knee' as a Journeyman. The thought here was to apply the basic skills and learn the 'tricks of the trade' from the Master. After several years you should have encountered every problem in your trade and acquired enough expertise to finally be presented to the Guild as having equal skills of your Master. If the Guild approved; you were declared a Master and you could practice your trade independently and also train Apprentices and Journeymen....
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