We've all hired someone who turns out to be lacking knowledge in certain key
areas. Maybe their understanding of healthy nutrition isn't up to date. Or their
ideas about conditioning need a refresh. Or their subject-matter knowledge is
great, but they don't know how to handle certain customer interactions smoothly.
In short, we face the million-dollar question: Should we train them? Or
should we terminate them?
While the conversations may be stomach-churning, the process for making this
decision is actually pretty simple:
The "Train or Terminate" Decision Tree
Step 1: Does this employee share your values?
Examples of values which are frequently important in health and wellness
businesses include integrity, an appreciation for knowledge, and respect for
customers' time and money. Other important values often include reliability and
consistency of performance and temperament.
To answer this question, examine how your employee's actually handled
challenging situations in your business. Focus on what they DO, not what they
say. Plenty of people say the right things but don't actually walk the talk in
real life.
Values can't be taught. They're either in the employee's DNA, or they aren't.
If an honest evaluation leads you to conclude that you and your employee
don't share the same values, it's time to transition them out of your business.
Let's say they've got great values, and consider the next question:
Step 2: Is this employee an enthusiastic and fast learner?
While you can't teach values, you CAN teach "subject matter" to smart,
energetic people who simply lack the knowledge and learning that study and
experience bring.
However, if they're just not that smart - you have to explain things
repeatedly, and they never catch on quickly to anything new - you're investing
in the wrong person. You'll either need to shrink their role or have them leave
your employment.
And if they lack a sense of urgency, they won't make it a point to master the
new material and improve their performance quickly enough to do your business
any good. Again, you'll need to reduce their role and your expectations for
them, or have them leave your business.
Let's say they are indeed energetic, quick learners.
Now ask yourself:
Step 3: Can your business afford the time to develop them right now?
If the answer is yes, treat the training process like a project. Otherwise,
it'll never happen. She'll always underperform, and your business results will
suffer.
Consciously set aside part of your schedule and hers each week to spend on
training. Make a list with a timeline of the key concepts and knowledge that you
want to teach her. For each concept, decide how you'll measure her level of
mastery.
If other staffers will help train her, have them set aside
specifically-scheduled time and identify specifically what and when they will
teach her.
If you can't commit the time to train her, then you need to either plan on a
reduced role with lower expectations for these employees, or have them leave the
business.
The bottom-line:
If they don't share your values - and they aren't excited and capable of
learning - why would you want them in your business?
If they share your values, but can't learn quickly, why would you want to
penalize your business, staff and clients?
And if they're great - but you flat-out can't commit the time to train them -
isn't the best answer to be honest with yourself and them about that fact?
