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Think training videos are all about bad hair and music?

Find out the science behind why training videos are so effective and why every company needs to use them in workplace training.

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Time is precious.  In most companies finding the time to train and allowing staff time for training is problematic.  This new report provides key information on how to reduce induction training time and create flexible training that both improves training results, but also reduces training costs.

Melbourne, Australia – Digicast Productions, a safety and induction training video production house, today released a new report “How to Improve the Timing of your Induction Training” to help safety, training and HR professionals get better results with their company inductions.

In many companies, time is precious.  And finding the time to train is problematic.  After all, how do you communicate all of the relevant issues to staff when time is limited?

Then, there is the issue of stressed out trainers constantly undertaking induction training on a daily basis.  Organisations often worry about how to make their induction training more interesting and ensure consistent high quality training.

In this free report you will find out:

• Three tips to reduce your induction training length.
• How to grab trainee attention.
• How to improve message retention and recall rates.
• How to systemize your training for improved training outcomes.

Inductions are an important process that done right results in will reduce the start up costs involved with learning a new job, reduce injuries, improve talent retention and productivity.

Discover how you can have an engaging induction process for your organistion that will be most cost effective than your current system.

For a complete copy of the report, visit http://info.digicast.com.au/improving-induction-timing/

About Digicast Productions

Established in 1991, Digicast is an Australian vendor of customised safety and induction training videos and workplace training packages. Thousands of people each year worldwide are trained with Digicast training videos.  For more information, visit Digicast at www.digicast.com.au or The Workplace Improver blog for training tips, www.digicast.com.au/blog.

Contact Marie-Claire Ross
Digicast Productions
+ 61 3 9696-4400
mc@digicast.com.au

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The third and final tip in this series, is to include a demonstration in your induction training.

Research has found that trainees learn better when they are shown what to do.  Where possible, they are also given a go and are coached on how to improve.

As Kris Cole mentions in her book, “Crystal Clear Communication” you need to do show and tell, twice.  Once so people can  see what they need to do.  And the second time to help people to see exactly what happens or precisely how something works to determine exactly what is to be done.

For most companies, long inductions include a lot of reading from lengthy induction documents.  People are told what to, but are not shown.  This means people are being trained with abstract concepts which are often difficult to understand.  The key is to turn abstract concepts into concrete examples.

The majority of companies use abstract concepts because they don’t realise that showing what they want the person to do is the best way to educate.  This can easily be done with traditional safety induction content which might include information on wearing the right Personal Protective Equipment (PPE), traffic management, emergency response etc.

Let’s face it this type of content can be difficult to demonstrate during a training session (and time-consuming).  But trainer’s will vastly improve understanding of the content if shown how these safety topics are done, rather than just being told about them.

This is why using training videos are so effective.  By showing (visuals) and telling (narrator), the viewer instantly knows what to do.  Both visuals and audio when combined together during training, has been found to increase recall from 10% (from reading alone) to 50% for both seeing and hearing.

The benefit with this is three-fold: it is highly visual (see tip 1), by using more visuals you can easily reduce your word count (see tip 2) and it includes a demonstration which can be missing from most induction training (tip 3).  A training video can quickly and easily show the right PPE to wear.

The above video excerpt is a an example of how a procedural based instruction such as “Arriving at the Designated Dock” can be made much easier to understand by using visuals to explain.  This example was recently produced for Bulla Dairy Foods and is being used to train truck contractors arriving on site.  If you imagine it in written form, it would be difficult to grasp.  But this short highly visual video quickly educates.

You can see another excerpt from an induction training video we have done for Conundrum Holding which shows how we were able to visually demonstrate how to undertake their tasks.  This type of induction training reduced induction training time down from 47 minutes to 14.  This not only saved time and money, but it also made the quarry managers happy as they are now doing more of what they want to do (managing the quarry rather than inducting).

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Photo courtesy of Candie_N Flickr

In the paper “What Good are Positive Emotions?”, Barbara Fredrickson wrote that positive emotions are designed to “broaden and build” our repertoire of thoughts and actions.

When we feel joy, we want to play.  When we play, we don’t follow guidelines on how to play.  Instead, like children, we explore, imagine and we end up broadening the kinds of things that we are doing.  We become willing to fool around and invent new ways of doing things.  Through play and feeling joyful, we end up building resources and skills.

The positive emotion of interest expands what we want to investigate.  When, we’re interested, we want to get involved, to learn new things and to tackle new experiences.  We become more open to new ideas.

Yet, often many workplace trainers treat training like a battle.  I’ve seen many induction materials filled with negative language that not only tells new starters that they can’t do this, and they are not allowed to do that, but almost blames the new employee like they have already done the wrong thing.

Avoiding the Learning Sulks

Often, without realising it, negative training materials (and trainers) put trainees off training and they can end up having the learning sulks (where they close up and ignore the training being presented).  By incorporating training materials with positive language, trainers can ensure that people are ready to learn.

What can you do to bring more positive emotion into your workplace training, so that people are open to learning?

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In this week’s issue of BRW magazine, there is a helpful article called “It pays to be Nice” that offers companies insightful tips on how to usher new recruits into your company.

Jeanne-Vida Douglas interviewed me for the tips and to give readers extra information, here is some extra detail about how to design a great induction program (that didn’t get printed).  Let’s call it the director’s cut.

Designing a Great Induction Program

Overall, a great induction program needs to be well thought out and planned right down to the daily induction tasks required during orientation over a 1-6 month period.  Those involved in inducting are thoroughly trained in all the right steps and can easily find all the induction materials required.  It should not differ from one industry to another as all these steps are crucial.  Important elements are:

1. Start inducting the new employee before they start their job.  Send a letter welcoming them to the company.  Let them know what is expected of them in their role and the steps involved with their induction process, so they know what to expect on their first day.
2. Make new starters feel welcome.  First impressions aren’t easy to erase.  Take them on a personalised tour of the company and introduce them to everyone.  Encourage other staff to be friendly to new workers.  Spend extra time introducing them to their new team members.  Assign them to a mentor or buddy.  The best inductors also have the CEO or other senior person take the new starter out to lunch in their first month.
3. Have their workspace ready.  This includes a desk, a computer with personalized logon information, telephone which will improve their ability to be productive.
4. All HR forms, policies and procedures are ready.  Administration tasks that are required by HR are ready to go and help is given to the new starter with filling this out.  Ideally, before they start their job new starters are told what information they need to bring in (eg: tax file numbers, bank account details etc).
5. Have their direct supervisor available.  Care is taken so that their direct supervisor is available on their first day to make them feel valued as an important addition to the team.   This is the same with the mentor or buddy.
6. Provide visually engaging induction training.  Avoid sitting the new starter down with a big, boring manual to read on their own.  The best induction training programs are structured and include a face to face component, vivid presentation techniques (photos, diagrams, videos and lots of colour), assessment and senior management involvement.  Ensure they are not overwhelmed with too much information.
7. Communicate company core values.  Great companies start aligning their core values and culture on the newbie from Day 1.  While part of the induction training and mentor/buddy effort, pains are made to get the new starter living and breathing company core values as quickly as possible.
8. Train the trainer: ensure that those involved in the process have been trained and know what is required of them.  Make sure they are able to communicate the company’s core values and have the knowledge to answer questions.

What do you need to improve in your induction training program?

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Architects Registration Board of Victoria (ARBV) is a self-funding statutory authority which is responsible for the registration of architects, the approval of architectural companies/partnerships, the investigation of complaints against architects and the provision of  of a tribunal inquiry into professional conduct and accreditation of architecture courses.

There are around 1600 members of the ARBV.  And unlike member associations where members join voluntarily, architects must register with the ARBV in order to be a practising architect.

Alison Ivey is the Registrar at the Architects Registration Board of Victoria (ARBV).  Having previously worked as a secondary school teacher, Alison brings an interesting perspective to training adult staff.  We chat to Alison to find out some of the challenges that the ARBV needs to consider when training a large group of professional architects.

1.      What are the challenges when running a registration board?  What are the implications of those challenges?

Alison: For the ARBV, even though registration is mandatory, we do try to keep architects informed of things that they need to know, and act as quickly and professionally as we can in response to enquiries, aiming to make all of our processes easy and efficient. In other words, we aim to be less bureaucratic and more customer relations focused.

A voluntary association always has to address the issue of whether members continue to find the benefits of membership outweigh the cost and time involved. Ensuring this requires vigilance and good customer management systems.

2.      What are the challenges when training members?

Alison: Training for adults is usually tied to incentives and motivation. A culture of valuing learning and up skilling is of vital importance both within an association and in the workplaces of members which is set and modelled by managers.  If managers don’t want to learn, no one else will want to either.

If training programs are mandatory, implying that the organization regards them as essential, attention should be paid to how well the programs are delivered and the retention rates of the information or skill taught. Follow up surveys and tests provide good information, and also reinforce the importance of the training to the association in the members’ minds.

If the training is voluntary, but recommended, the managers of the association should make it as easy as possible to do, ensure it is interesting, worthwhile, and well delivered, and above all is seen as value for money/time taken.

All of this is common sense. The most important step in adult learning to my mind though is the pretest, and this is often overlooked entirely.

A pretest establishes what is already known, enabling the trainer to determine where the learning is most needed. In addition, the pretest has the huge benefit of engaging the learner from the outset, and increasing the understanding and retention of the material covered.

3.      What training projects have you found to be the most successful in reaching out to members?  What worked/what didn’t?

Alison: People will always want to learn useful, relevant things. Changes in technology, best practice, regulations, and legal decisions will attract good interest as long as the delivery is thought through.  Is on-line delivery appropriate and engaging? Is face to face better?   If so, date, day and time are crucial issues.

What projects get the best recognition from employers/the public/colleagues? What projects coincide with current developments and demand? What projects will sell the service the best and improve profitability?

4.      What tips would you recommend to other associations when it comes to engaging members with training?

Alison: Employ trainers with a sense of humor, who are polished and entertaining presenters.  There is nothing worse than being bored, in fact, boredom is counterproductive to learning. Adults get very resentful of time wasting, can become entrenched in a cynical approach to work place training, and can even develop learning “sulks” where their minds are completely closed to new material as a result of previous, negative experiences.  School students manage this in many different ways, but adults are out of the school habit.  Trainers cannot take their audience’s interest for granted.

Learning is a human activity usually reliant on a relationship. The fastest way of establishing a rapport with an audience is to make them laugh.

5. What is an example of some training that has worked well for the ARBV?

We needed to explain Compulsory Professional Development to our members, as we have been considering introducing it.  A CPD video was created to simplify quite complex information and present it in a clear and logical way.  It’s a short video, but very comprehensive. Architects are visual learners and, like most of us, tend not to be good at reading large chunks of text.  We introduced the concept of CPD in an innovative video format that no other jurisdiction in Australia had done before.  It resulted in our members more easily accepting the proposed CPD concept and ensured that the meetings were pleasant and ran smoothly.

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Getting Safety Training Messages to stick can be Tricky.  Find out Seven Key Factors behind Successful Workplace Communication and how to implement them.

Melbourne, Australia (9 March, 2011) – Digicast Productions, a safety and induction training video package production house, today announced that their popular seminar “Seven communication tips for workplace safety managers” will be available to all trade show visitors of Safety in Action in Melbourne during the 5 – 7 April 2011.

In this short, free 30 minute seminar, participants will learn:

• The most important components to include in induction training
• Seven communication tips for success
• How to be the industry leader in workplace communication.

Located at the Demonstration Stage seminar session times are:

• Tuesday 5 April– 2pm
• Wednesday 6 April– 1pm
• Thursday 7 April– 1pm

All participants will receive a free copy of the popular white paper “Seven Communication Tips for Workplace Safety Messages”.

For a complete copy of the whitepaper, visit http://info.digicast.com.au/workplace-safety-messages/

Digicast Productions will present the Seven Communication Tips seminar at Safety In Action, which runs from April 5 to 7 at the Melbourne Exhibition Centre. For more information, visit www.safetyinaction.net.au, email safetyvisitor@aec.net.au or phone Australian Exhibitions & Conferences Pty Ltd on 03 9654 7773.

About Digicast Productions

Established in 1991, Digicast is an Australian vendor of customised safety and induction training videos. Thousands of people each year worldwide are trained with Digicast training videos. For more information, visit Digicast at www.digicast.com.au or The Workplace Improver blog for training tips, www.digicast.com.au/blog.  Digicast will also be located at stand S14.

Contact Marie-Claire Ross
Digicast Productions
+ 61 3 9696-4400
mc@digicast.com.au

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Research has found that the most engaging methods of safety training are, on average, approximately three times more effective than the least engaging methods in promoting knowledge and skill acquisition, as well as reducing accidents, illnesses, and injuries.

Given the cost of workplace accidents to a company, getting your safety training right can save millions of dollars.

Dr Ian Woods, from AMP Capital Investors says that the average workplace injury costs 6 percent of profit.   While in the construction industry, the total workplace injury cost is equivalent to a staggering 98 percent of the industry’s operating profit.

These high cost effects a company’s ability to be competitive.  A good OHS strategy  is necessary to prevent accidents in the workplace and improving OHS safety is now a necessity not a nice-to-have.

So how do you make safety training more effective?

Training can be either passive/low engagement (eg: lectures and reading which are the least engaging) to active/high engagement (eg: watching a training video with a quiz, hands-on demonstrations).

Here are the four tips to an engaging safety training program:

1. Visuals - The trainee receives classroom style training with high impact visuals.  83% of human learning occurs through visuals.  The right brain prefers visuals and it is believed that it can process pictures much faster, even hundreds of times faster, than the verbal brain can process words.  The application of more interesting visuals such as diagrams, video and pictures can have enormous positive impact on learning.

1. Assessment - the trainee is assessed on the information they have learned and face to face feedback is given on their results.  It is important that a person gives the feedback (not a computer).

1. Development of training in stages – this means that the trainee receives different standards of training before starts job (basic), then on-the-job training that changes to suit the increasing knowledge of the trainee.  The training can get more complicated as the trainee understands more.

1. Behavioral modelling - this is integral to an active learning style.  A buddy or trainer demonstrates a particular task, then lets the trainee undertake it.  Coaching is then given as to how to improve.  However, it is important that the buddy is good at their job and will teach procedures correctly.

Action-focused feedback is regarded as the key to knowledge acquisition, in that it forces the trainee to work out relationships between events and actions, leading to development of strategies for handling unforeseen events.

And while classroom training is the a passive form of training it can be used effectively if it includes:

• High impact visuals
• Quizzes (with one on one feedback).

Once information is imparted in classroom training, hands-on demonstrations are also required both in the class and when the new starter is on the job.

By incorporating more engaging, hands-on training into your learning design, it will ensure that workers get more meaning and understanding from their safety training.

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Judith M.O. Brown, Ph.D.,  has over fourteen years experience as a researcher, analyst, and compliance specialist, identifying the major challenges facing human resources professionals, management, and employees in both the public and private sectors, and developing products and resources to enhance their individual and organizational performance.  Dr. Brown has authored several articles and reports addressing organizational and human resources management issues in industry journals, magazines and HR Web sites.  A graduate of the Virginia Polytechnic Institute and State University, she holds a Doctorate Degree in Human Development and a Masters Degree from the University of Maryland, University College.

Given the interest by our readers in her report, Employee Orientation, I interviewed Judith to help give companies further insight into how to improve their induction or orientation process.

1. In your experience, what are some common mistakes companies make in the induction process?

Judith: I have observed some key things companies tend to do incorrectly in acclimating new employees or mishandling the employee’s transition into the company. Companies tend to misunderstand what the “on boarding” or induction processes is all about and vastly underutilize the opportunity to effectively welcome and retain valuable employees. Why? Because it is easy to underestimate just how difficult it is for new employees to adapt to a new job and a new culture and it takes a long time for them to contribute.

When companies take a “Let ‘em sink or swim” attitude, the failure rate is extremely high, particularly for higher-level employees – and the monetary price tag – one to four times the person’s salary – is only part of the cost they pay. Failed hires hurt employee morale. They increase workload. They create stress, and most importantly, repeated miscues will make the management team and human resources appear incompetent.

Some common mistakes that will be guaranteed to turn off the new employee:

1.      Using the orientation time primarily for employees to complete mounds of administrative paperwork.

2.      Not preparing a work space or work area prior to the employee’s arrival.

3.      Escorting the new employee to their work area and neglect to introduce them to co-workers or assign them a mentor.

4.      Leaving the new employee at their work station, to manage on their own, while co-workers pair up and go off to lunch.

5.      Assigning the new employee to a person who is too busy or does not have the communication skills to train the new hire.

6.      Assigning the new employee the most unhappy, negative, company-bashing, team member.

7.       Assigning the employee “busy work” that has nothing to do with their core job description, because you are having a busy week.

8.       Starting the new employee without taking the time to properly orient them to the customs, policies and procedures or the company.

9.      Scheduling the new employee to start work while their supervisor or manager is out on vacation.

2. With a good induction program, what benefits will the company receive?

Judith: A well thought out induction program, whether it lasts only one day or six months, will help not only with retention, but also achievement of early productivity. Companies with well executed induction programs, get their new employees up to speed sooner, and have an improved alignment with the quality of work the employee produces and the work objectives and goals of the company.

Some additional benefits of an effective program include:

-         Lower employee turnover and therefore lower recruitment and on-the-job training costs (both time and money);

-         Improved staff morale and greater loyalty and commitment to the organization;

-         Reduction of new employees’ anxiety; and

-         Early achievement of job proficiency.

The quality of a good induction program says a lot more about the managerial style and company culture than one would think.  It sets the tone of the relationship between the employee and the employer. The saying, “You never get a second chance to make a first impression” is so applicable to the induction process.  With some thought and a small amount of prior organization, the relationship can get off to a great start by implementing an effective induction plan.  This will in turn create an engaged, enthusiastic and productive employee.

3. How would you describe a good induction process?  What elements does it need to include?

Judith: If every company considers their new employees as human beings, with all the associated wants and needs, they will do well. No matter how senior that employee is, any new person has concerns about fitting in, or their ability to perform well on the job, worry about getting lost or even looking stupid.

Some important elements to consider, no matter what the company size:

• Ensure the program is well planned.  New employees come onboard with different, and very often unique, induction needs.  It is therefore important that the program is planned and implemented to ensure they cater to the variety of people employed.
• Before the first day, be sure to stay in touch with the employee after they have accepted the position, whether through a welcome letter or even a phone call. You are then able to respond to any questions or answer any queries they may have.
• Send an outline of the induction program with a letter so the employee knows what to expect, especially during that first week.
• Provide the new employee with an induction folder with pertinent information.  This is a great way to ensure they have all the information they require to settle into the company.   Depending on your organization you can tailor the induction packet accordingly, but some basic documents you can include:

-         The employee’s job description.

-         Examples of how to complete company forms and descriptions of when these are necessary.

-         A list of frequently asked questions and answers.

-         A contact person/department list including all phone numbers and extensions.

-         An organizational chart so the new employee knows where they fit in the big picture.

• Ensure the supervisor or key staff members are at work before the new employee arrives.
• Have the new employee’s work area ready for their first day at work.
• Every program should ensure new employees are well informed of the values, history and expectations of the company, and aware of who is who within the company.
• Make a special effort to ensure the employee feels welcomed and valued on the first day. Let existing team members know when the new employee is starting and encourage them to be a part of the welcoming process.  If the new employee is left alone at lunch time, it would be a good time to take the employee out to lunch with the rest of their team members. This would be a great way to develop team spirit.
• Assign another team member, mentor or ‘buddy’ to show the employee around, make the introductions, and begin any initial training. Provide the mentor with sufficient notice so they can make preparations.

4. What does a company need to do to improve their induction program?

Judith: The first step in turning around your induction program is to realize that it is not just a formality, or something you do as a goodwill gesture. Poorly executed induction programs not only impact on the present but future recruitment opportunities.  It is critical, especially within the first 24 hours of employment that new employees feel welcome, confident, and engaged in their induction process.

Improving your induction program should be an on-going process. To prevent overload, inductions should be staged and different mediums should be used to provide information including face-to-face exchanges, on-line tools, videos, self-directed work exercises and formal and informal meetings and seminars. Key staff and the supervisor/manager should provide regular check-ins for the new employee to clarify issues and raise matters of concern in a supportive and non-judgmental environment.

The induction period should depend on the job role and organization. Induction should not be considered complete until the new employee has been successfully integrated into the workplace.

The induction processes should be regularly evaluated to enhance the program’s effectiveness.  Evaluation will assist with continuous improvement and ensure the program is relevant to the current work environment.  Asking for feedback is very important.  It allows you to make positive changes and adjustments to the induction program, based on recommendations from those who experienced it.  You can send out an evaluation around two to four weeks after the employee has started with the company. After an employee has been with a company for a few weeks, they are in a better position to identify what they should have known at the time of induction, and can provide recommendations for any improvements.  The evaluation could say something like: “Now that you have been with the company a while did the induction program meet your needs?”

Another important way to improve the program is to not treat it as a blanket process for all your employees.  The process should be tailored to address the particular needs of different groups of employees.  You may add as you deem appropriate, but some examples:

Recent graduates – are likely to be eager to apply the theoretical knowledge gained at university to the work environment. Harness this enthusiasm by including interesting, but achievable projects. Assigning a more senior staff member as a mentor will provide the additional support required during their integration into the new role.

Senior managers – may require general induction information and specific information to address their previous experience and current knowledge gaps. An emphasis on establishing productive relationships with existing managerial staff would be a useful focus.

Internal candidates and existing employees to new roles - run the risk of being overlooked when it comes to inductions. It can be assumed that they are already familiar with the company culture and knowledge; however, any person starting in a new role should be provided with information and support to prepare them for changing duties or more senior responsibilities.

Fixed term employees or independent contractors - should also undergo an induction and orientation process as they may, for example, eventually apply for permanent appointment. Timeframes will vary depending on the length and nature of the appointment or contract.

Regional, interstate and overseas employees - may benefit from information that integrates them not only into their new role, but the community and local services as well. Employers may like to ‘go the distance’ and consider information sources that assist these new employees to seek accommodation, furniture or transport.

Well that certainly is an exhaustive, but thorough account of how to improve the induction process.  As someone who has started several jobs in companies with a truly atrocious induction program, it is enlightening to know just how important orientation is to not only keeping a new staff member, but making them feel welcome.

If you like what Judith has to say, download her Employee Orientation report.

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Getting the right people into your company and training them properly is crucial for the success of any company.

There are so many reasons why inducting is so important.  Reasons include:

• 25% of new starters make the decision to stay in a company in their first week
• 47% of employee turnover occurs within the first 90 days of employment (with 60% of respondents citing induction as a priority area of improvement within the company, Recruitment Solutions 2007).
• The quicker that new hires are trained the quicker the return to your bottom line (let’s not forget the expense of hiring a newbie, training them and waiting for them to get productive).  Companies that do this right get a 60% reduction to their “time to productivity rates”.

So what’s a great induction process?

1. Be friendly and welcoming.
2. Have training materials that treat the new starter like a valuable friend.  Use lots and lots of visuals to train people better.
3. Have senior management explaining the values of the company, what the company goals are, what the safety goals are, and how the new starter fits into the scheme of things.  Tell stories to make your values memorable.
4. Have face to face training, but also use training videos to further explain processes that will convey much more information than just words and pictures alone.
5. Test the newcomer on their knowledge.
6. Be friendly and welcoming and do include a meet and greet early in the process (I know I’ve mentioned this twice, but it is really important).
7. Make it fun!

By improving your induction process, you will not only reduce your recruitment and training costs, but improve the duration people will stay at your company.  Oh, and they will also want to work at your company and tell all their friends how wonderful you are.

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