| Could you imagine a collision shop hiring a person with | | | | follow. |
| no prior experience for the job of repairing damaged | | | | A nationally known print shop had been in business in a |
| cars or a company hiring someone to work as a | | | | mid-size town for several years. Since the area was |
| computer operator with no knowledge or skill in using a | | | | large enough to support two printing facilities, another |
| computer? It would not make sense to hire someone | | | | franchise was sold to a different person across town. |
| for a position like that unless that person received the | | | | The new franchise owner hired the right people, |
| necessary training to perform satisfactorily at that job. | | | | provided the necessary training for her employees, |
| Yet, employees are hired everyday to fill positions that | | | | and started providing quick, courteous, and accurate |
| put them face to face with the customer. They | | | | service to her customers. It wasn't long before she |
| receive little or no training and education in dealing with | | | | was dominating that market. |
| customers, yet are expected to perform effectively. | | | | It is a bit odd, but remember that the average |
| Many businesses don't recognize the importance of | | | | American company spends 5-6 times more money to |
| hiring qualified people and making sure they receive the | | | | attract new customers through advertising and |
| training and education necessary to be successful at | | | | promotions than it does to keep the ones it already |
| serving the customer. | | | | has. Yet, time and time again, the companies that |
| Often, a business or organization assumes that the | | | | spend money to properly train and educate their |
| employees they hire have the necessary skills to deal | | | | employees get better results. |
| with people. They may have some of the skills, but | | | | Most businesses would never dare to cut out all |
| rarely do they have all of the competence necessary | | | | advertising through the media, but more and more |
| to do the job right. | | | | businesses are taking a portion of that advertising |
| Survey after survey has shown that the number one | | | | dollar and creating a training budget for their |
| reason customers switch the store or company | | | | employees. The key is to provide the best on-going |
| where they do business is due to a feeling of | | | | training and education programs possible for your |
| indifference shown them by the employee serving | | | | employees. The results will be worth it. |
| them. | | | | 1. How much do you spend on advertising per year? |
| Employees come into contact with customers in | | | | 2. What kind of budget do you have for the ongoing |
| several different ways. The cashier, stock person, | | | | training and education of your employees? |
| manager, and person who answers the telephone all | | | | 3. How much does the turnover of an employee cost |
| serve a vital link in satisfying that customer. By not | | | | your company in dollars and cents?a. $500 or lessb. |
| being given the necessary tools to deal effectively | | | | $500-$1,000c. $1,000-$1,500d. $1,500 or moree. Don't |
| with their customers, employees and managers do | | | | know |
| what comes naturally. Unfortunately, many times that | | | | 4. How much training do new employees receive?a. |
| can be the wrong thing. | | | | One week or more of classroom and on-the-job |
| Companies unwilling to spend time and money to train | | | | training and quarterly training on a periodic basisb. One |
| and educate their employees properly usually find their | | | | day or more of classroom and on-the-job trainingc. |
| turnover high and customer satisfaction low. These | | | | One half day of classroom and on-the-job trainingd. |
| kinds of businesses can and do survive if the business | | | | One hour or less of classroom and on-the-job traininge. |
| climate is in their favor. However, once there is a | | | | We don't really have a training program for training |
| downswing in the economy or a competitor moves | | | | new employees. |
| into the area who is commit¬ted to providing real | | | | 5. How does your training of employees compare to |
| service to the customer, watch out. Drastic changes in | | | | your competition's approach? |
| the bottom line of the shoddy service provider will | | | | |