8-5-2013
How would you like your next applicant to walk into your operation with on-air, production, promotion, programming, copywriting, proposal, presentation, and sales skills? Luce Performance Group has been asked to develop such a product in the Kingdom of Saudi Arabia to build the talent pool for an existing staff and potential candidates.
After a lengthy screening process that included a Skype presentation, we were notified that our training product was the most comprehensive. Regardless of cultural and language differences, the end result of the school is creating well-rounded broadcasters in a new media world, and that means cross-training.
What set us apart? Asking questions about what was important to them, what the trainee will possess when the training concludes, and having a proven, written curriculum in the major disciplines they were after was critical. Among the resources and training concepts that we developed during the process:
1) A unique concept. In a perfect world, we would all want well-rounded candidates to walk through the doors of our operation. They would be trained in the skills necessary to step into various positions and work their way up to becoming sustaining resources. If we want employees like that, why not develop a curriculum to deliver the skills?
2) Profiles. A screening process that helps the trainer train the trainee. Jon Morse administers the Profile XT screenings with Luce Performance Group which allows us to look at the skill set of each student before class begins. It not only measures the skills, it makes specific recommendations for what training focus to use for each individual. If you know a candidate struggles with math, it recommends ways to train the basic skills with the individual.
3) Networking. Develop a resource base of trusted industry professionals in the various disciplines required. We all know professionals we trust and come highly recommended by their peers, but could you pull together a training program with your network? Do they have a written curriculum that can be translated and adapted to cultural and regional differences?
4) Vision. Developing a training program for the positions and skill set you want in the future is an ongoing task, but having a realistic, attainable goal in mind when developing the program yields the best outcome. Taking into account the various social and new media alternatives and revenue streams, as well as being able to adapt and add new training elements to meet emerging trends, is critical.
5) Communication. Our own sales training system uses a CMP (Customer Marketing Profile) and we adapted that process with our client and asked the questions to establish the baselines for the program. Realizing that the process is never-ending, we continue to gather answers and refine the process.
6) History. Knowing what kind of training the students have received, if any besides on the job, can really help lay the groundwork for what skills need to be reinforced and developed. Understanding the existing equipment and software they are using and what they want to use in the future is just as important. Our client wants cutting-edge technology and has gone through a complete transmitter upgrade a couple of years ago. They understand reliability and streamlining workflow through technology.
7) Consultation. We have all had to train our clients as we have introduced new programs, platforms, and business solutions and this latest client is no different. They are embracing the changes that forward-thinking training will bring and needed a resource to educate public and private entities. In-market visits to evaluate and modify the process along with scheduled strategic planning sessions and weekly conference calls give them oversight into the program and give us valuable feedback to exceed expectations.
8) Exit Strategy. The goal of the program is to not only train the students but to also build an interior training staff in the same manner that we train sales managers to execute our program. Developing a commitment to training and consultation for the long-term allows us to work with staff members, educate them, nurture them, and then help them make the transition into trainers. The ongoing consultation will keep the program moving forward and the availability for our staff to update skill sets and introduce new curriculum gives the program fluidity.
Any of you that have been frustrated with your own group or staff training program realize that the key to a program is following a plan that has realistic goals that encompass ?building the perfect beast."
Mark Maier is the Head Western Instructor for the Luce Performance Group and can be reached at Mark@luceperformancegroup.com or www.luceperformancegroup.com.
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