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Written by Morry Morgan
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When it comes to training staff, the old maxim "timing is everything" holds true. For rivals Nike China and adidas Greater China training is undertaken during work-hours, and only after-hours or on weekends when absolutely necessary.
"Weekends are a personal time for staff," says an adidas spokesperson. "If we have training on the weekend, then we should provide compensation. And we want our staff to have a balanced work and leisure lifestyle."
Nike and adidas are not alone. Hans Ge, Training and Development Manager from Infineon Technologies, says that most companies in Europe follow a similar practice, citing the need to minimise any additional workload on staff. Indeed, Infineon's practices in China reflect those of their European counterparts. However, Ge adds that the vast majority of companies in China conduct training when staff are ‘off the clock'.
"A less-compassionate training policy may be contributing to China's chronically high rates of staff turnover."
Many China-based companies' support a less-compassionate training policy, and may be contributing to China's chronically high rates of staff turnover. According to Ernst & Young research, the nationwide employee turnover rate in 2004 was a staggering 11.3%, up from 8.3% in 2001. L'Oréal China, one of the world's leading cosmetics companies, reports that staff turnover in its marketing department is nearly 15%. With numbers this high, it is no wonder that many training departments are reluctant to spend their training budget on staff, let alone when it is done on ‘company time'.
Chicken or the Egg?
Ironically, it may be this reluctance that causes the problem in the first place. Burdening staff with excessive overtime for training is known to directly increase staff turnover, and China now has no shortage of alternative employers. Many line- and production-managers compound the problem by focusing on short-term gain, and identify staff absence from desks and the factory floor as a decrease in productivity. To these managers, increasing efficiency, via soft-skills, comes second.
The trick, however, is to convince these managers to focus on long term gain, which is more beneficial for both the company and themselves. Training has been shown to not only increase efficiency, but, if carried out during work-hours, reduce tiredness and build morale. All three facets are important ingredients in increased productivity.
Training need not be conducted during busy periods of the day either. Knowing that Monday mornings were the slowest period of the week, BHP Biliton, one of the world's largest mining and resource companies, conducted their Business English language training from 8:00 am to 10:00 am. In the same way, Quaker Chemical Corporation, saw the value in using the latter part of Friday afternoon to conduct their three-hour classes. For Quaker, this is the slowest part of the week.
Other companies, such as Nike China, adidas Greater China as well as home and personal care giant Unilever, find that conducting their training after lunch, when staff need motivation, not spreadsheets, works better. All three companies conduct upbeat, light-hearted training that not only increases the knowledge of participants, but also entertains. At only four-hours a week, ten percent of the staffs' standard working week, this relatively minor investment increases knowledge, morale and staff retention.
A senior spokesperson from adidas Greater China says of their staff, "we want to make them happy." And who would want to argue that philosophy with one of the world's most successful companies?
Morry Morgan is co-founder of ClarkMorgan and is General Manager of the Shanghai branch. He is one of the most successful and popular trainers in China, and regularly presents seminars across the country.
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