In a recent column in the New York Times, entrepreneur Paul Downs admits that he failed to train people:
“At that moment, output was much more important than training. I was putting a lot of pressure on my cadre of experienced workers to get jobs out the door — and at the same time dumping a crew of inexperienced warm bodies on them.
“I told the old heads to train the new people, but I didn’t relieve anyone of their production responsibilities. And I didn’t put a single person in charge of training. “
Later, he admits:
“Frankly, I was stupid, and I was setting up all of us for failure.”
Yes—even on-the-job training needs some level of oversight.
Tip: See Chapter 4 of Informal Learning Basics for some guidance on how to avoid this trap.
(To see the entire column, visit http://boss.blogs.nytimes.com/2012/06/20/figuring-out-a-better-way-to-train-employees/?src=recg).