chapter  14
6 Pages

- Employee Training

A well-trained workforce often makes the difference between a highly successful project and one that fails to meet its goals. With little or no training, new programs, regardless of how well they have been planned, will fail in most cases. Training teaches the front-line employees and managers about the organizational changes related to the new program. This is in contrast to an educational program that teaches the “why” behind a process change. Both are very necessary ingredients, but training programs are the main element to creating a strong execution and launch of the project. The training should be given to the employees that actually perform the tasks related to the GHG and energy consumption reduction processes, such as custodial staff, engineers, and environmental specialists. The training should focus on an understanding of the basic principles behind the minimization efforts and the proper application and integration of these tools with other and current techniques. A “just in time” training approach is usually most effective so that employees will be applying the training very shortly after learning the concepts. Therefore it should be completed shortly before the new program is launched. The delivery method of the training program is also critical; poor delivery of training material can turn even the best material into a boring exercise that fails to impart useful instruction. The true test of effective training is not an enthusiastic student evaluation, but rather the student’s ability to perform new tasks effectively on the job.