As a training video producer, specializing in safety and induction videos, as well as marketing videos in the industrial arena, I come across training materials that are pretty dry.  My job is to transform the training materials into training video scripts that are interesting and will improve message retention and comprehension.

Yet weirdly, I feel a bit like Calvin when I read training materials and find all sorts of sexual terms lurking behind quite mundane and technical text.

My favourite one is slab penetration.  Any shape and size of penetration can be made through decking.   If size of penetration is greater than one rib…..

I couldn’t work out what it all meant and was very surprised to discover that slab penetration is all about cutting.  Who knew that cutting a piece of metal is really all about penetrating and that even the size is so important?

The next one is “insert the fuel nozzle into the receptacle“.  Okay, that’s probably harmless and the more I think about it, it would be pretty hard not to write that in a suggestive tone!

But time and time again, I come across very technical training materials that seem to use a lot of references to penetration, erections, vibrator compaction (ouch!) and receptacles.  And many times, I’ve felt that the words are just said too many times or could be substituted for something else.

It reminds me of my biology notes at school.  I found it quite funny to write orgasm, instead of organism in my personal biology notes.  My mother read them and was quite disturbed that I had got those words so wrong.  But that was just a teenager deliberately exchanging words for a bit of fun.

What I can’t work out is whether men are deliberately slipping in sexual terms because they are finding the material just a tad boring and they want to spice things up a bit.  Or whether it’s all a bit subconscious.

One thing for sure is that while inserting sexual terms into training might be a bit of fun for the writer, it certainly doesn’t help the learner.  Once I stumble on sexual innuendos in a very non-sexy topic, it is fairly distracting.  Particularly, when I can’t understand how in the world cutting can be replaced by penetration.  Or maybe it’s just me (or just a girl thing)?  Maybe men are fine with all of these phallic phrases and don’t even notice them.

But as for staff training, how do employees go with reading these training materials?   Are there Calvin-esque type sniggers occurring during induction training in workplaces across the country?

What I want to know is has anyone else experienced sexual terms being inserted into training materials (or even marketing materials) that just seemed a little bit inappropriate?

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Rather than bombard people with an avalanche of reading material, people will prefer visual representation of data.

This isn’t a surprise given our time-poor, attention-scarce, give-it-to-me-now lifestyle.

So to future-proof and update training materials, now more than ever, there is growing importance for companies to use visuals to aid in learning.

After all, we remember:

• 10% of what we read
• 20% of what we hear
• 30% of what we see
• 50% of what we both hear and see

In fact, studies by educational researchers found that 83% of human learning occurs visually.   Visually rich training materials keep the eyes busy and therefore, the brain more alert and active to learn information.

Yet, I often get amazed when I go through company training manuals how so few of them include pictures or even colour for that matter.  And of course, very few of them use video as part of training.

“Something is happening. We are becoming a visually mediated society. For many, understanding of the world is being accomplished, not through words, but by reading images.”

Paul Martin Lester, “Syntactic Theory of Visual Communication”

What can you do to start making your training materials more visually appealing?

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1. Ensure that there are common goals between management and staff. One way to accomplish this is by defining desired outcomes for the unit/business and measuring the unit’s or business’ success towards accomplishing those outcomes on a regular basis.
2. Explain why. Many supervisors just tell their staff what to do. However, informing them why tasks are done a particular way, or why certain behaviors are required goes a long way towards eliminating worker/supervisor friction, ensuring that the tasks and behaviors are actually done correctly, and that improvements in the workplace occur through suggestions from workers who are performing those tasks on a regular basis.
3. Be results oriented. Many workplaces value time over results. However, unless a job function is time-based (e.g. customer service phone representative), reward the results of someone’s work more than their face time on the job. A worker who works a normal work day but produces high quality output and new ideas is more valuable than the worker who spends more hours at work but produces lower quality work and has fewer new ideas.
4. Promote balance. Many workplaces want their employee’s top priority to be their job; over family, over enjoying life, and maybe even over life itself. In my opinion this leads to employee burn-out and many employees eventually working on “auto-pilot”. The best employees are employees who have a balanced life. Whether they balance work with family, playing softball, donating their time to a not for profit, or going to the movies is irrelevant. When an employee has balance and works for a business that promotes balance, when that business needs him/her to go through a period of time where work comes first, they will do it and be effective.
5. Demand the best. Don’t accept workers being just okay. Remind them that they weren’t hired to do a so-so job. They were hired and are being paid to do a good job.
6. Hold workers accountable. Your workers are adults so treat them as adults. Don’t act like an enabling parent. Don’t accept excuses, don’t allow them to slide through, don’t allow them to point fingers. You’d be surprised how holding workers accountable results in good workers performing at their best and feeling fulfilled at work; and bad workers (probably performing a lot worse than you realize) quitting or starting to look for work elsewhere.
7. Reward properly. This means both rewarding the right people and rewarding them appropriately (no big reward for a small accomplish). This includes verbal praise as well as tangible rewards such as raises and bonuses. Nothing disrupts the smooth operation and effectiveness of a workplace more than the best workers not getting the recognition/rewards they deserve. Therefore you need to be aware not only of the actual performance of your staff, but their perceptions of who are the best workers. Then you need to take steps to ensure that their perceptions coincide with your employees’ actual performance by communicating what you value.
8. Encourage creativity. Not everyone is creative. Therefore, creativity needs to be part of “going above and beyond” not part of the expected work product unless a person’s job is a creative position (e.g. writing advertising copy). That means that creative employees may not be creative on the job since it isn’t part of their standard job functions. So encourage creativity by always responding positively to creative suggestions (unless they are clearly ridiculous) and reward useful creativity with excellent rewards.
9. Provide ongoing feedback. Don’t leave your employees waiting for their annual review to know how well they are performing on the job. Also, don’t wait for them to ask how they are doing. Provide ongoing feedback; positive feedback to your top employees (but also include areas where they can improve) and constructive feedback for others (don’t just let them know they need to improve, but give them steps to take to help them improve their performances). Also let your employees know that they really need to worry when they are receiving no feedback from you. For the under-performing employee, lack of feedback on their performance means you do not think that employee can improve, so you aren’t wasting your time talking to him/her about his/her job performance. This is also a good way to send a message to employees you would like to look for work elsewhere.
10. Build an effective team. All managers obviously promote teamwork. However, there are some who build teams of workers who all have skills and knowledge that overlap their own, but at a lower level. Other managers build teams with workers with skills and knowledge that compliment their skills and knowledge. You would be surprised how many take the first approach since they either are intimidated by employees that know more than them in a specific area, or they do not have confidence that they can make good management decisions on topics that they are not knowledgeable on. However, that is not the way to build an effective team. Build your team with employees that have skills and knowledge that you do not possess, and have confidence in your ability to think logically and make solid management decisions.

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Yet, somehow, as we get older, we forget the importance of why questions.

Recently, I went to a talk by Michael McQueen from NexGen Group.  He believes that one of the top five mistakes that leaders make  is that they pass on the ‘how’, but not the ‘why’?

And the reason why this is a big mistake for most companies is that often company processes are perpetuated without people ever questioning why we do something.  Over time, staff are taught processes that solve problems that no longer exist.

He then read us The Pot Roast story:

There was a young woman who moved out into her own house. While living at home, she never cooked. Upon the move, she returned home to learn how to cook a few dishes. One of her favorite recipes was Pot Roast. So she asks her mother to show her how to cook one.

The mother begins to share her expertise with the daughter. She tells her to salt and pepper the meat well. To make sure the vegetables are all cut the same size. Just before the mom places the roast in the pan, she picks up a knife and cuts about a ¼ of an inch of roast from each end. Then she places the meat in the pan.

The daughter stops her mom. “Mom, I understand why we cut the vegetables the same size – that way they’ll cook uniformly. And I know the reason we salt and pepper the meat all over – and rather heavily, is so the whole roast will absorb the flavor of the seasonings. But why did you cut a little bit off each end of the roast before you placed it in the pan?”

“Because that’s what you do”, said the mom.

“But why?”, questioned the girl.

“Does it help it cook better?”

“Well, I do it this way, because that’s the way my Mom taught me”, said the mother. “But I’m not really sure why we cut the ends off. Next time we go to visit we’ll ask her.”

Several months later the family gathers at Grandma’s house for dinner. As grandma prepares the meal the mother and daughter are in the kitchen with her. The daughter asks her grandmother, “Grandma, you’re such a good cook, and I know you passed all your methods on to Mom, but I can’t figure out why we cut the ends off of the pot roast before we cook it.” The grandmother turned to her granddaughter and said, “What are you talking about? I don’t cut the ends off before I cook it.” At this point the mother jumps into the conversation and says, “Yes you do! The time you showed me how to make pot roast, you started to put it in the pan, and then you put the roast back on the cutting board and cut about a 1/4 inch off each end of the roast. I’ve been doing it that way ever since”, she declared!

The grandmother stared at her daughter in amazement. “Every time you cook a pot roast you cut a ¼ inch off the ends? Every single time?” “Yes!” She answered her mother. “Every – single – time, just like you showed me.” “Honey, all I can say is you’ve been wasting a lot of good meat over the years. The only time I ever cut the ends off the roast is if it’s too big for the pan!”

In my role, I am given the opportunity to review new employee induction and procedural training manuals.

When I work on the training materials to write the training video script, I constantly add the “why” to procedures.  And the interesting thing, is that when I ask a company why a process needs to be done in a particular way, they either realise that we either need to get rid of the process or that we can explain the process better.

Where in your company can you ask more ”why’  questions to improve your processes?

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Developed by Professor Drew Dawson, head of UniSA’s Centre for Sleep Research, the calculator helps individuals recognise the likelihood of them making a fatigue related error on the job.

“Employers in high risk industries such as mining, trucking and health care need a simple way to know if their staff are fit-for-duty and how to estimate the level of risk,” says Prof Dawson.

The Fatigue Calculator takes into account two factors when determining individual fatigue levels: How long a person is going to be awake; and how much sleep they have had in the previous two days.  The answers to these simple questions are calculated to determine whether the individual is operating at a low, medium or high risk level.

“Use of the calculator has the potential to reduce the number of fatigue related incidents and accidents that occur in the workplace,” Prof Dawson said.

“Staying awake for 17 hours has the same effect on performance as having a blood alcohol level of 0.05 per cent and after 21 hours awake you demonstrate the same deterioration as having a blood alcohol concentration of 0.1 per cent.”

A number of mining companies are already using the calculator and have implemented it as part of their fatigue management programs.

The calculator retails for around $40 and is available at www.fatiguecalculator.com.au

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In Chet Holmes book The Ultimate Sales Machine, he talks about the Tribal Method of Training.  This is where information gets passed person to person by word of mouth, like the cavemen might have done (informal training).

Newcomers work alongside another staff member to learn what they are meant to do.  There is no formal classroom training, no formal methodology and no training manuals.

This is the worst type of staff training.  Mainly because the training is inconsistent and if the staff member is having a bad day they will just teach bad habits.

Another style of staff induction or staff training is the formal classroom style.  Of course, while the training materials might be consistent different trainers will often teach different things.

And if you need to undertake sales training, take a look at Paul McCord’s blog post called ” Consistency in Sales Training relates directly to Consistency in Production”.  It’s a real eye-opener about the costs of inconsistent training to a company’s sales process.

Good training ensures that all staff work in harmony.

How consistently trained are your staff?  To find out how well you are faring write a T or F against the following questions:

1. Each training facilitator teaches the same procedures, so that staff walk away knowing exactly what to do

2. Every staff member would provide the same answer for one of our processes.

3. All of our staff members perform their job at a high level of excellence.

4. Results in our company are predictable because of consistent training and skills.

5. All employees know what the company considers as a good attitude or performance.

6. Customer complaints are always dealt with in the same way, no matter which department the customer complains to.

If you have answered false to any of these statements, you aren’t serious about the calibre of your training.

With consistent training, every staff member will know your procedures so that customers are dealt with in the same manner and all procedures are done in the most productive, correct and safe manner.  Productivity is high.

And remember, you can’t get more consistent training than a properly made staff training video.

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"Warm up for work" Program run by a Prime Health Group exercise physiologist

EHS Today recently reported on a survey undertaken by Buck Consultants called “Working Well: A Global Survey of Health Promotion and Workplace Wellness Strategies”.

The global study analyzed responses from more than 1,100 organizations representing 10 million employees in 45 countries.

It found that improving productivity by keeping employees healthy and working is emerging as the top business objective.  As a result, company wellness programs are very popular for businesses worldwide.

Don R. Powell, PhD., president and CEO, American Institute of Preventive Medicine, pointed out that successful employee wellness programs receive an average return on investment (ROI) of $3.48 to 1 due to reduced health care costs and $5.82 to 1 due to reduced absenteeism, making them worth considering.

“HR managers should consider issues such as maximizing employee participation, involving dependents, teaching wise consumerism as well as online employee wellness programs that manage chronic diseases,” Powell said.

Not surprisingly, the Wellness Study found that across the world, the top work health concern was stress.  Although, in the US the top health concerns were lack of exercise and poor nutrition.

At the Health and Productivity Forum in February 2009, Ron Loeppke from Alere discussed the relationship between health, productivity and business strategy.  He discussed the results from the largest multi-employer study which confirm that the health of the workforce is inextricably linked to the productivity of the workforce and, therefore, to the health of the bottom line. In the study, productivity losses from absenteeism and presenteeism, combined with direct medical costs, amounted to four times the direct medical costs alone.

But how important are wellness programs in Australia?

A recent article in the Sunday Herald Sun (Jan 3, 2010), mentioned how the majority of Victorian workers are in need of medical attention with builders and drivers being labeled the state’s unhealthiest employees.

According to results from the WorkHealth occupational check-up program, more than half of the 14,000 employess that have been tested  are at “high risk” of serious health problems. Incidentally, more than 50 per cent of people who registered for the WorkHealth program since July 2009 rated their health as “excellent”.

Workers found to be at greater risk were in the transport, storage and construction industries, with more than 2 in 3 staff found to be in high risk categories.  This includes conditions such as diabetes and heart disease.

Karyn Foote from Prime Health Group, an Endorsed Service Provider with WorkHealth  says “Our clients are now combining workplace health assessments, with health & wellness initiatives and online wellness programs. This combination is engaging those staff that typically don’t participate in health and wellness activities, resulting in better staff retention and a happy, healthy and productive workforce”.

For more information about getting a health assessment for your company visit Prime Health Group or contact WorkHealth.

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Flickr: Jeroen Kransen

Induction and staff onboarding play a large role in bringing new staff up to speed with staff culture, processes and safety rules.  Yet, orienting new employees to both their workplaces and their jobs is one of the most neglected functions in many organizations.

Frequent complaints about induction programs are that they are overwhelming and boring.  Employee handbooks no longer cut it when welcoming a new employee to your company. Nor does making new hires sit through PowerPoint presentations with a disengaged staff member.

In fact, research has found that employees make the decision in their first week of work as to whether they will stay with the company or not. This makes the first week a crucial milestone for every employer to make sure that they correctly induct staff for the best results.

The cost of poor orientation is huge.  Benefits of properly designed induction programs include decreasing the start up costs of getting the new hire up to speed with their job, saving supervisor time, reducing employee turnover and improving overall job satisfaction.

Research has found that the best types of induction programs include face-to-face time, video training modules and involve senior management.

Best of all, using some video training actually reduces the costs of induction and improves the consistency and recall of messages.  Senior management can also feature in the training videos to lessen the time they are required for inductions.

In 2006, Taleo conducted research (Onboarding: Speeding the way to productivity) that found that 54% of respondents believed that onboarding was not consistent across their organization.  Improving the consistency of training messages vastly improves the productivity and even safety of your staff.

Most companies are surprised to know that face-to-face induction programs can be very expensive to facilitate, given the length of time required by the trainer and the new staff member. Yet, once a video induction program has been created, the cost can be as low as $9 per new hire.

Ultimately, it is the hidden cost of poor induction and onboarding that has possibly the biggest impact on return on investment.

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Improving the Induction Process

Successful companies understand that that a well-oriented employee will approach a new job with heightened confidence resulting in better performance and productivity. They are also more likely to be committed to the company reducing high employee turnover costs.

According to Randolph Cirilo & Brian H Kleiner from Management Research News 2003, they found that effective orientation programs provided more substantive content, face to face learning, utilized vivid presentation techniques, participative learning methods and involved management.

While XpertHR UK in April 2009, found that highly successful inductions were structured and formal.

So what is a Better Induction System?

The good news is that the best induction process will not only cost you less to train staff, but will actually improve your training outcomes.

And yet the answer is one that is often overlooked by companies – an induction training video.

A custom made training video for your workplace:

• Teaches the same amount of information taught by instructors in half or a third of the time.
• Increases comprehension and retention of the subject matter by approximately 50% over printed material alone.
• Commands the attention of the viewer and motivates them to learn more.
• Is more persuasive than written material which is perceived as less important and credible.
• Provides faster rollout and take up of training.
• Ensures consistent training messages are communicated.
• Relieves the trainer of repetitive tasks.

How does it work?

A well-planned induction video provides structured training that can even include introductions from senior management, freeing up their time.

While using visuals to communicate is also another major advantage as it makes difficult processes easier to understand.

Tom Kerr, the OHS Manager from Conundrum Holdings explains how a customized induction training video has simplified the induction process of contractors and staff across their work sites.

“We were finding that delivering individual inductions for all contractors and staff working on our sites was taking up a lot of management time. We also didn’t have any real evidence that each induction was consistent or that everything was getting covered, “explains Tom Kerr.

“Now that each person signs off they have watched the video and are tested directly on their knowledge learnt from the video, we can be sure that they have been made aware of all safety hazards and controls. The training is now more engaging and has the advantage of putting visual cues to the site rules and procedures. Given the inherent dangers with working in a quarry it is important that we train our staff and contractors to work safely. It also imparts our company culture really well. Another benefit is that we can refer staff back to specific areas of the video for more employee specific refresher training”.

For companies looking to improve their induction process, a custom made training video for their workplace can provide successful learning outcomes, reduce incidents and injuries, while decreasing training costs.

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Following up from my last blog post, How to Evaluate the effectiveness of a Training video, I though it best to show a safety training video that’s well, crap!

This is quite an extraodinary example of how to not make a training video.

It’s more of a horror health and safety movie that focuses on educating through fear.

It does this through lots of gore, fake blood and workplace accidents that are too implausible to believe (my favourite is the nail flying through the air into a person’s eye).  And of course, lots of bad acting and ridiculous music.

As a video producer, it makes me really embarrased about the sort of videos that our industry makes (okay, it was a long time ago, but it should never have been given the go-ahead).  But it’s pretty easy to work out that the scriptwriter/producer must have believed that safety is boring, so let’s make it more entertaining by scaring people.  This is another reason why not to get your training video made by wannabe film directors!

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