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TRAINING FAQ
TRAINING
FREQUENTLY ASKED QUESTIONS (FAQ)
Q. If funds are scarce, isn't it better to skip or and
postpone training rather than neglect new hires &
existing staff altogether?
A. Neglecting either existing or new staff
altogether is a terrible option. Unfortunately,
attempting to implement consistent sales objectives
without appropriate training is not much better. A more
effective approach is to rely upon the sales priorities
that are established in the organization's risk
assessment and then fund as many training programs as
can be implemented and trained for based on those
priorities. While some vulnerabilities might be left
un-addressed, the organization can have the peace of mind
of knowing that at least those steps it has taken have a
realistic chance of being properly implemented. It can
then informally increase vigilance in areas of
vulnerability it will not be able to address until
additional funds become available.
Q. Can't training sometimes be overdone?
A. Training can surely be overdone,
although that is rarely the case in today's world of
shrinking and non-existent training budgets. More often,
training problems are a result of poor focus and poor
timing. A training program should be focused on helping
staff do their jobs better. It must be relevant to
assigned duties and be presented in an understandable
way that encourages employees to make security a part of
their everyday routines. Similarly, training classes
should be scheduled at convenient times for
participants. If focus and timing are properly handled
(i.e., sessions are helpful and convenient), it is much
less likely that participants will complain about
training being a burden.
Q. How does an organization know if its training program
is effective?
A. The most obvious way of measuring the
effectiveness of security training is by monitoring the
workplace for improved performance. Scheduled and
unscheduled testing of the sales process is an excellent
way of assessing its condition. Pre- and post-testing
staff on training content is also an effective way of
measuring improvements in program awareness, while yet
another (and even more straightforward) way of
evaluating training is to simply ask training
participants what they thought of the experience. Since
training depends heavily on the attitude and resulting
commitment of staff, their opinion of the training, its
relevance, and effectiveness is quite probably a good
indicator of its success.
Consistent training
programs = More profits for the shareholder!
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