We started this series covering “The Discipline of Management” and “Promoting Smart”, the conversation now shifts to “Running a Manager Nursery”. I use the word manager but we meant anybody you intend to train, cross-train, and promote. Whether it is a technician to crew leader or crew leader to manager, this is what a successful grow your own nursery looks like.
Position descriptions are a critical element for training. If you started at the beginning, the following would be in place:
- You have mapped all the critical processes
- Created position descriptions from the maps
- Created an organization chart from the position descriptions
However, most owners start where they start and usually not at the beginning so this will work:
- For each position, make a list of all the critical tasks the individual must complete to be successful
- Based on the critical tasks, answer the following 3 questions:
- What must they know to perform those tasks?
- What prior experience do they need to perform those tasks?
- Are there any certifications, qualifications that would show they can perform those tasks or required by law?
Now you can start
- Using the current organizational chart, draw a path from any entry level position to President – your position and record the positions.
- If the company achieves its 5 year growth goals, create a new organizational chart.
- Repeat step 1, draw a path from every entry level position to the top and record the positions.
- Congrats – you now have just created a Succession Plan
On-the-job training is a simple 4 part process:
- Walk them through how a task is done – record and create your own youtube channel – everybody reviews the visual before starting the learning process
- They watch somebody whom is proficient (the teacher needs to be adequate, not exceptional – imagine trying to learn to paint from Da Vinci) at doing the task
- They do the task with somebody whom is proficient providing continuous feedback
One last thing – how manage the entire process.
- Their Position
- Train simple to hard, one skill at a time
- Train basic skills first and build complexity
- Once they have showed proficiency, hold them accountable for performance
- Once they meet performance standards, allow them flexibility to improve how the job is done
- Recognize their growth and achievements
- Cross train the next Position at their Level
- Delegate Responsibility from Above before Promoting
There are no guarantees in business especially with employees, but this system has worked over the last 40 years for me in jobs ranging from running a school to training field technicians.