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Set major company goals first, then close knowledge gaps with training
by Beth Ewen Tom Salonek’s company, Intertech Training in Eagan, has been teaching computer programmers since 1991 to work with each successive wave of technology. He’s seen lavish spending on training in the late 1990s, when employers used it as a retention tool. He’s kept growing even in the last few years, last year topping $4 million in revenue, when things such as training and travel were cut. Salonek offers tips on getting the most from training dollars, and choosing where to spend them in the first place.
Upsize: What are the latest trends in the training field?
Tom Salonek: One that we’ve started using is virtual delivery, so it’s a live instructor, and you dial into a conference Web site. The training is delivered in real time. You click and raise your hand, and the instructor can see you and answer your question. The dialogue is still present.
Travel can be a prohibitive thing, if a small business is outside of a geographical area. Or maybe the company can’t afford to bring the trainer to them.
Upsize: What about straight e-learning, where people can dial in and take courses at any time?
Salonek: I still think there’s a place for e-learning. Where we’ve found it works is when there are prerequisites for their class. Those base level classes can be good for e-learning. We do this for Target. Students go online and do an assessment, to see where they’re at. If there’s a gap, we’ll direct them to courses already in their e-learning library.
The need for that dialogue between teacher and student will always be there, but especially where things are not black and white. Let’s say you’re teaching writing. You can say, here’s a good piece of writing and discuss why you think that is. I don’t see e-learning replacing that.
Upsize: Are small companies spending on training today?
Salonek: I’ll tie it back to the dot-com thing. At that time companies said, this is a retention issue. Everyone had money, maybe $2,000 to $5,000 each year, to spend on training. Now it’s very project-focused.
As a small business looks at the year ahead, they’ll change it to, “We have five projects to complete.” Either through self-assessment or testing, they’ll look at the group. From a business perspective, choose the projects that will drive revenue, and then ask, where are the gaps for the people who need to complete those projects.
Upsize: What else can small employers do?
Salonek: Usually if you have half-a-dozen or more people you can customize a class. If a small-business owner doesn’t have enough staff, combine with someone else in your network.
The customer has a lot of pull in that situation. It’s like paying for a whole charter flight. If you wanted almonds vs. peanuts, you’d probably get it, because you’re buying the whole flight.
Upsize: What would training typically cost?
Salonek: For us, I’ll give you an idea. A seat in one of our five-day classes is $2,195. An on-site class for five days is $16,500, for 10 students.
Upsize: Once you’ve committed to a class, how should the trainees prepare?
Salonek: If you’re attending a class it’s because you need to learn something. Bring a list of what those big rocks are, the stuff that you have questions about.
If someone has a laundry list, that’s too much. But if there are two to three specific things, know those big questions. Take advantage of breaks and down time to talk with the instructor, and honor the time of the whole class. Like anything, if you build a relationship with the instructor and you have a question later, you’ll probably get a call or e-mail back.
Upsize: If you can’t afford to send everyone to a class, are there options?
Salonek: One idea is to send one person and bring back highlights. There are copyright issues; this is only appropriate for certain things. You wouldn’t want to send one person and make 12 copies and distribute them. But it would work for a conference about big trends, for example. One person could attend, then present a few highlights at an hour brown-bag back at the office.
Upsize: Do you do anything like that here?
Salonek: We gather Mondays for an hour on the selling process. We have a method for selling over the phone, for face-to-face selling, and for negotiations. We send people out for training on those topics. To reinforce that, one of them for an hour each week presents on step one, step two, etc. We retain the information that way.
In a more technical setting, say in architecture or code review, there can be a review by a peer with more experience or by a boss.
Upsize: Has spending on training recovered?
Salonek: Anyone that’s in the tech training business that says from 2000 to 2003 it was simple — it’s not true. Training, dues, subscriptions and travel — owners said, do you curtail those things, and just get a book, rather than cut a position or positions?
Yet during that time, companies still invested in training. It’s still very project-centric
Upsize: How has Intertech done through this time?
Salonek: Our sales have grown over the past three years and they’re growing this year. But there hasn’t been a boomerang back to the late 1990s. The money comes out of a project budget, and when IT puts together budgets, they’re including training in there.
Our sales went from $3.2 million, to $3.5 million, to $4.3 million. This year we’ll hit $5 million. We’re growing at about the same rate as before. I’m flattered by our employees and our customers.
Upsize: How would you sum up your advice for business owners regarding training?
Salonek: A huge thing is, know who you’re going to. We’ve all had the professor that was phenomenal, and then the one who was brilliant but it was a pain go to his class. That exists in professional training today. Through indirect references, check these trainers so you know what you’re getting.
It’s not just the direct expenses, the fees you pay, it’s the salary you’re paying too and the opportunity lost when those people are in training. It’s extremely important that the group you’re choosing does a phenomenal job, and the gap has been closed between what you need to know.
Upsize: How do you select training for your staff?
Salonek: It needs to be practical. We ask, how are we going to apply this. If it’s really theoretical, and we can’t say how it fits in for us, we won’t choose it. We look for practical application, ways to implement the concepts. Even if it’s a trend or a fad, if you can pull out five things to apply to your company, it can be worthwhile.
Upsize: How much does your company spend on training?
Salonek: Every one in the organization, including me, we have one to five key objectives for the year. The final one for everyone is a learning objective. For example, we want to be the best at project management, so some of us will go to the Project Management Institute. Were giving bonuses for people who complete the next step there.
Upsize: What’s your learning objective?
Salonek: As we continue to grow, I was fortunate to get involved at MIT with a program that teaches things like forming an advisory board. They have a follow-on program, about things like transitioning from a prresident to a CEO, preparing for a sale. I’ll also be participating in the Great Game of Business in Springfield, Missouri.
Upsize: So you practice what you preach.
Salonek: We try!
[contact]
Tom Salonek, Intertech: 651.994.8558; ts******@***********nc.com; www.intertech-inc.com
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