I know how to do my job
- A. Ganjizadeh
- Sep 15, 2022
- 5 min read
Updated: Feb 2, 2023
I don’t need training…
“I’ve been doing this for over 30 years, I shouldn’t have to take this training. I know more about my job than you.” We’ve all received similar feedback in our years of hiring and training employees. Sometimes I have thought something along these lines myself. After all, we don’t know who makes those training videos we’re forced to watch. So, I became curious and decided to dive into the numbers a bit. Logically, more experienced members of the workforce should naturally have fewer workplace incidents, correct? According to the U.S. Bureau of Labor Statistics In 2020, there were 4,764 reported workplace fatalities in the United States.
To my surprise workers 45 years old and over accounted for 56.28% of all reported workplace fatalities in 2020, so I decided to dive further into the details and examine. According to labor data, since 2011 the portion of employees aged 55 and over per capita has increased, while the portion of employees aged 35 to 54 has decreased.
Workers aged 55 and over account for 23.62% of the active workforce and also account for 23% of all reported workplace incidents in 2020. Employees 55 and over tend to experience relatively the same rate of accidents as their peers in other age groups, while workers 55 and over typically account for more days missed following an incident.
It is important to note experienced employees are better equipped to avoid certain accidents and incidents than their less experienced peers, employees in different age groups generally experience different incidents. While employees 16-19 experience more contact with objects and equipment rates, their peers aged 55 and over experience higher fall, slip, or trip injury rates.
Training and development play a crucial role in the growth and success of any organization. However, older employees often resist training and may not see the value in it. This resistance can be due to various reasons such as lack of motivation, prior experiences, or a belief that they already know everything. As a result, organizations face the challenge of overcoming resistance and ensuring that all employees, including older ones, receive proper training.
Factors Contributing to Resistance:
Lack of Motivation: Older employees who have been in the organization for a long time may feel that they already know everything and do not see the need for training. Additionally, they may feel that they have already established themselves in their roles and do not want to learn new skills.
Prior Experience: Older employees may have had negative experiences with training in the past, which can make them resistant to future training initiatives. This could be due to factors such as feeling disrespected or dismissed or having a trainer who was not well prepared.
Beliefs and Attitudes: Older employees may hold a belief that they are too old to learn new skills, which can make them resistant to training. Additionally, they may have negative attitudes towards training, such as thinking it is a waste of time or that it will not benefit them in their current role.
Strategies for Overcoming Resistance:
Communication: One of the key strategies for overcoming resistance is effective communication. Organizations should communicate the importance of training and how it can benefit both the employee and the organization. This can be done through regular meetings, emails, or presentations.
Personalized Approach: Organizations can tailor training programs to meet the specific needs and interests of older employees. This can include offering hands-on training opportunities or providing training that focuses on the employee's current role and responsibilities.
Recognition and Rewards: Providing recognition and rewards for successful completion of training can help motivate older employees to participate. This can include certificates, awards, or even promotions.
Peer Support: Encouraging older employees to participate in training with their peers can help overcome resistance. This can create a supportive environment where employees can learn together and provide feedback to one another.
Subsequently, the modern workforce is increasingly comprised of younger employees who are highly motivated, tech-savvy and bring a fresh perspective to the workplace. However, despite their enthusiasm and eagerness to learn, these employees can also raise objections to training and development opportunities. It is important for organizations to address these objections in order to ensure that younger employees are able to reach their full potential and contribute to the company's success.
Objection 1: Time commitment
One of the most common objections raised by younger employees is the time commitment required for training and development activities. With busy schedules and numerous other demands on their time, many young workers feel that they simply do not have the time to spare for additional training.
To overcome this objection, organizations can make training and development opportunities more flexible and accessible. For example, they can offer online courses, virtual classrooms, and self-paced learning modules. These options allow employees to complete the training at their own pace and in their own time. Additionally, organizations can provide bite-sized learning sessions that take just a few minutes per day, making it easier for employees to integrate training into their busy schedules.
Objection 2: Lack of relevance
Another common objection raised by younger employees is that training and development opportunities are not relevant to their work or their career goals. To overcome this objection, organizations need to tailor their training and development programs to meet the specific needs and interests of their employees.
For example, organizations can conduct a skills gap analysis to identify the areas where employees need the most training, and then design programs that are specifically targeted at these areas. Additionally, organizations can provide opportunities for employees to tailor their training to their specific career goals and aspirations. This can be achieved through the use of job shadowing, mentoring, and on-the-job training.
Objection 3: Cost
Younger employees may also object to training and development opportunities due to the cost involved. For many younger employees, this can be a significant barrier, especially if they are already struggling to make ends meet.
To overcome this objection, organizations can look at ways to reduce the cost of training and development, such as offering subsidies or financial assistance. They can also provide employees with flexible payment options, such as installment plans or loan options. Additionally, organizations can consider offering training and development opportunities as part of their overall benefits package, which can help to offset the cost for employees.
Objection 4: Lack of support
Finally, younger employees may object to training and development opportunities if they feel that they do not have the support of their managers or colleagues. This can be a significant barrier, as employees are more likely to participate in training and development activities if they feel that they have the backing of their superiors.
To overcome this objection, organizations can provide employees with clear, consistent and regular communication about the value of training and development. They can also encourage managers to support their employees by offering incentives for participation, providing time off for training, and encouraging employees to share their experiences with others. Additionally, organizations can promote a supportive and positive culture that encourages learning and development, and provides employees with the resources they need to succeed.
Gone are the days of cookie-cutter training programs, and one size fits all training calendars. Training should be Deliberate, Interesting, and Purposeful (the DIP model).
Comments