Visionary People℠ | VP℠
Keep your people and your business advancing. At VP, we focus on building skills, improving behaviors and transforming performance.
The bar for staying competitive in any marketplace keeps rising. In essence, learning and development is at the core of what high impact performing organizations do. It leads to higher customer satisfaction, more innovation, lower costs and faster growth. No matter what their product or service, organizations need people. Investing in the continued professional development of people is beneficial, for both employee morale and for the corporation’s bottom line.
Employee training is, according to Mohsen Salehi, becoming more of a priority, especially in certain industries. Over 98% of our clients utilize knowledge and skills gained in the classroom on the job. Over 50% of performance improvements realized on the job are directly attributable to the training obtained in our classrooms. As experts in creating strategic learning programs for our clients, Visionary People (VP) helps thousands of customers achieve better business results through training every year. We continue to expand our offerings, locations, and learning methods to meet the growing demands placed on organizations and their employees. We have the technical expertise and practical experience to provide the right training solutions, the right way, at the right time to empower success.
We understand these needs and have responded by tracking, reporting and improving upon the metrics that matter most to you. VP recognizes that no matter what size your company, your education and training budget needs to show as much return on investment as your other business decisions. Our training solutions have kept businesses—from startups to global enterprises—ahead of their industry’s curve. In over 10 countries around the world, VP has helped companies see tangible, measurable results by continuously upgrading the capabilities and skills of their most important assets with the most in-demand training solutions. Whether your company is 50 or 50,000 people, VP creates unique training and professional development solutions that work.
The Importance of Training and Development
Different kinds of training lead to different positive outcomes for organizations, some more obvious than others. Sales and product knowledge training lead to increased revenue and market share. Service training can lead to better customer experiences and brand loyalty. Innovation training encourages new ways of thinking, potentially leading to new products and services. And leadership training can help employees grow more qualified for internal promotions, saving the organization the time and money of bringing in outside candidates when such opportunities arise.
The success of training can be argued via its return on investment. The companies identified in Great Places to Work had 65 percent less voluntary turnover than industry peers. Many factors play into those numbers, but learning and development is one.
Training needs to be a strategic priority for it to be effective. For many companies, training is an integral part of their strategy. There should be a firm investment on part of leaders to prioritize training as a place to spend money. If your organization values its employees, it’s not too much of a leap to see how investing in your employees will make the organization stronger.
If you look at the organizations who are industry leaders, it is not a coincidence that they invest highly in training. Some companies throw more money at marketing, but if they have a well-trained and engaged workforce, they will have more to promote.
Learning and development programs need to keep pace with shifting corporate goals. The top topic areas for learning and development are supervisory, compliance, and processes, procedures and technology. Increased revenue is another standard goal across many organizations. Investing in employee training to support that goal has paid off for many industry leaders.
There is more competition for top talent, who are looking for opportunities to grow and gain more responsibilities and not just get a paycheck. Employees feel more valued when corporations spend the time and the money to invest in them, leading to a positive relationship between company and worker. In other words, if an employee feels like they are being invested in, they will invest in their work. Such synergy effects retainment as supporting professional growth is one way to make sure employees do not jump ship. Turnover leads to lowered productivity, overworked remaining staff, lost knowledge, training costs, interviewing costs, and so forth. In some cases, the amount of investment spent on new employees costs as high as 150 percent of annual salary for each employee that needs to be replaced. Imagine the amount of cost savings as well as the increase of productivity if this percentage of turnover did not occur or was dramatically reduced.
Anything you can do to improve people is worthy! Typically, 70 percent of operating costs are people-related. While it can be an extensive upfront cost, in the long run training prepares workers to achieve corporate goals faster and with less expense. The purpose of learning and development is driving business performance by way of individual performance.
The best training programs start with business agendas. Those business agendas can be both financial capital goals, like selling more, or human capital goals, like improving processes.
Effective learning and development begins with involving the right stakeholders. Each learning and development project should be linked to a specific goal and each goal should have a sponsor — the senior person in the company or department responsible for the outcome. Basically, the three tiers of involvement are the individual employees, the managers and the executives. If the whole organization does not buy into it, it will not be sustainable.
Training really starts from the top. If senior leaders set the example by taking training courses, teaching training courses, appearing in videos and other marketing materials talking about the value of the training, it will start to permeate the organization. It is important to make sure the learners’ direct managers are invested from the beginning. What do they want employees to learn? How will they support their efforts to take time away from daily work to view or attend training? What are their expectations for how workers will apply the training to their job responsibilities? What effort will managers put in to reinforce learning after classes and presentations end?
Successful training needs to be linked to the organization’s overall strategy. Companies should ask themselves, what is our growth plan? Do we have the right people in the right positions? Learning and development is a tool used to equip employees to meet strategic goals. Talent management needs to part of that overarching strategy. Just concentrating on products and services is not enough. Successful learning and development programs begin by explaining to companies how to align their services and products with their mission and values. What do they offer and why is it unique are baseline questions.
Learning and development also has no benefit unless the employee applies it. After class, it is out of the hands of trainers and up to the sponsors to run with it. If training’s purpose is to increase sales, then the course designer and the head of sales need to have a conversation so there is clarity up front. Putting their minds together will determine whether training will even help reach the stated goal.
While some companies focus their training efforts on designing development programs to engage and retain top talent, align development programs with company goals, and build robust leadership pipelines, other organizations like our client Virunga Artisans, an international women's social enterprise in the United States and East Africa, teach their senior employees on best practices for managing workers on a global scale as well as on soft skills of problem-solving, relationship-building and strategic communications, among others.
Training for training’s sake is not a good use of resources. Companies need to consider if people learning what they intended, and is training helping employees do their job better. Outcomes, effectiveness and efficiency form the triangle of evaluating training programs and their value. All three are needed for balance. Outcome — what will the company get from the training — should be the most obvious. Effectiveness measures the quality of said training. There needs to be a feedback mechanism to assess from the workers’ standpoint, if training is effective. Efficiency takes into account the cost, the length of time and the manpower. When an employee is in training, they are not producing a product or service. Therefore it is advantageous for companies to estimate the impact of training and convert it to money and establish a well planned training program governance model to measure and determine if the programs need adjustments.
Many people recognize that each person prefers different learning styles and techniques. Learning styles group common ways that people learn. Everyone has a mix of learning styles. Some people may find that they have a dominant style of learning, with far less use of the other styles. Others may find that they use different styles in different circumstances. There is no right mix. Nor are your styles fixed. You can develop ability in less dominant styles, as well as further develop styles that you already use well.
Using multiple learning styles and multiple intelligences for learning is a relatively new approach. This approach is one that educators have only recently started to recognize. Traditional schooling used (and continues to use) mainly linguistic and logical teaching methods. It also uses a limited range of learning and teaching techniques. Many schools and organizations still rely on classroom and book-based teaching, much repetition, and pressured exams for reinforcement and review. A result is that we often label those who use these learning styles and techniques as bright. Those who use less favored learning styles often find themselves in lower classes, with various not-so-complimentary labels and sometimes lower quality teaching. This can create positive and negative spirals that reinforce the belief that one is "smart" or "dumb".
By recognizing and understanding your own learning styles, you can use techniques better suited to you. This improves the speed and quality of your learning.
The Seven Learning Styles:
Your learning styles have more influence than you may realize. Your preferred styles guide the way you learn. They also change the way you internally represent experiences, the way you recall information, and even the words you choose. Research shows us that each learning style uses different parts of the brain. By involving more of the brain during learning, we remember more of what we learn. Researchers using brain-imaging technologies have been able to find out the key areas of the brain responsible for each learning style. For example:
Visual: The occipital lobes at the back of the brain manage the visual sense. Both the occipital and parietal lobes manage spatial orientation.
Aural: The temporal lobes handle aural content. The right temporal lobe is especially important for music.
Verbal: The temporal and frontal lobes, especially two specialized areas called Broca and Wernicke areas (in the left hemisphere of these two lobes).
Physical: The cerebellum and the motor cortex (at the back of the frontal lobe) handle much of our physical movement.
Logical: The parietal lobes, especially the left side, drive our logical thinking.
Social: The frontal and temporal lobes handle much of our social activities. The limbic system (not shown apart from the hippocampus) also influences both the social and solitary styles. The limbic system has a lot to do with emotions, moods and aggression.
Solitary: The frontal and parietal lobes, and the limbic system, are also active with this style.
This is why it is important and valuable to ask employees how they prefer training to be delivered. Another consideration is do they want learning to be offered on a continual basis or just once per year.
The aim of Visionary People is to help organizations bring their people to the next level, through project management, human resources management, and leadership training. Our employee learning and development solutions integrate consulting services, advanced learning technologies and engaging content to provide comprehensive and effective learning experiences. Contact us to get started
Competency Assessment Program
Visionary People’s Competency Assessment Program (CAP) is custom designed for each client’s needs and application in the field of competency assessment and training. Although the CAP is custom designed, the core approach remains the same and is aligned with an outcome.
Ideally, those who assess the competency of others are selected based on their industry or subject matter skills and expertise. Visionary People (VP) wholly believes in this philosophy and ensures that the most competent Subject Matter Experts (SME) are involved in the process — this means our internal experts also possess tact and good teaching skills, and understand the dynamics of the client’s business for each engagement.
VP understands that not all client staff will be members of an assessment team. However, those involved will need to undertake some training to be an assessor and have been assessed in the competency assessing. A potential competency assessor should possess:
When Visionary People (VP) develops a competency assessment training and education program, there are some key factors that we focus on.
Visionary People’s (VP) learning and development specialists are passionate about delivering the best customized training solutions to help your organization achieve its business goals and objectives. Partnering with us fills in your organization’s gaps, as well as improves your bench strength which results in a relevant, rich and compelling training solution.
We can improve the performance of your workforce and make your organization operate more effectively.
VP offers courses that provide insight, skills, and tools for individual and organizational improvement. These programs are designed to fit the dynamics and needs of your changing workplace. Designed to:
Collaboratively, we have been delivering high quality, consultative, results-driven training to organizations and individuals across globe for over 30 years. We provide a breadth of exceptional training services delivered by subject matter experts who are also training professionals.
As a result we have excellent long-term, trusted relationships with clients who rely on us for all their training needs.
Training & Content Solutions We Provide:
Training franchise employees are the essential ingredients for unit success. One of the challenges new franchisees face begins soon after the franchise agreement is signed: hiring and training employees. The success of each franchised unit depends on the quality and behavior of its employees - and it's hard to find a franchise concept that doesn't need employees to function.
The challenge is especially acute at retail concepts, where front-line employees are the face of the brand, dealing directly with each customer every day. We're all familiar with the stereotypical fast food employee: a pimply faced, mumbling adolescent who has trouble making change for a quarter, much less for a quarter-pounder.
Turning that bored, part-time teen into a productive employee with a positive attitude is a key ingredient for success. In fact, many experienced franchisees follow the maxim: "Hire for attitude, train for skills." A good attitude goes a long way in a team-oriented environment; skills can be learned.
Although negative stereotypes may be more glaringly apparent at fast food brands, training employees to be effective at customer service is a challenge for any franchise operator, especially new franchisees with little or no background in human resources. And to be fair, problems with employee behavior and attitude are evident at many businesses, from the person who answers the phone in a bored, I-don't-care voice to the surly demeanor of the handyman who fixes your leaky faucet and leaves a mess behind.
In practice, everything an employee does makes an impression on each client or customer - creating satisfaction and loyalty, or driving them to a competing brand. For franchisees, it's all about managing the "customer experience," and training employees in the ways to deliver it, in every transaction, every day. In other words, the success of your franchise business is directly related to the quality of your employees' behaviors and attitudes.
Any franchisor truly interested in their franchisees' success will provide training in how to hire and train employees. During investigation and due diligence, franchise candidates should grill their potential franchisor about the training they will provide in this area; during the validation phase, candidates should ask the brand's franchisees about the quality of instruction they received on employee training when they started out. Also ask about what problems they encountered, both expected and not, what they did to resolve them, and how helpful the franchisor was in providing support.
Training a new employee begins with the initial employment interview. Another maxim from experienced franchisees and employment experts is: "Hire slowly, fire quickly." Taking the time to screen and interview new employees is crucial. The problem for many small-business owners, however, is that when it comes to hiring new employees, "We need them yesterday." Balancing the urgency of filling a position with finding high-quality employees is an ongoing challenge. Hire poorly, and training is certain to become an issue down the road.
If you hire for attitude, training for skills is something the franchisor provides in the operating manual, as well as in your own pre-opening training. Since different industries (as well as each brand within an industry) have unique training needs, it's best to rely on the guidance of the franchisor in how to best train your new employees to do their jobs and be a part of your team. Franchisors have been through this dozens, hundreds, or thousands of times and should have distilled best practices in how to train employees most effectively for their brand.
Training is a delicate art. Employers not only must be adept at judging character, they also must comply with a long list of laws and regulations if they want to stay out of court. A minefield of potential legal trap doors can trip up even the best-intentioned employer. If you don't know what to ask, say, or do - and what not to - hire someone who does or bone up on employment law and avoid a world of trouble.
The role of training in franchising is critical from both the franchisee and franchisor perspectives. In order to impart the details of the concept and operation to a franchisee in such a way that the integrity of the brand is maintained, the franchisor must have a structured program of training classes and materials in place. And, of course, as a franchisee, your end of the bargain is to scrupulously follow the roadmap provided. The following are the essentials to look for when researching for training methods that’s right for your employees and you:
Training Manuals: Whether you’re frying chicken, selling financial products, or providing home services, training manuals hold the “secret sauce” for success in a franchise. As a potential franchisee, you should make sure that all aspects of your business are clearly documented in easily understandable terms and that the table of contents in your manuals include the following areas:
Thanks to the miracle of modern technology, Visionary People helps franchisors post these materials on their secured Intranet websites for exclusive access by franchisees as well as their staff, which allows them to tap into these materials without requiring additional costs on paper and binders while allowing you to brand your franchise as environmental friendly green business by incorporating Corporate Social Responsibility (CSR) into your business model and culture.
New Franchisee Training: As you prepare to possibly launch into the system, you will want to know that the system experts are on the agenda. As a new Franchisor, ask yourself who will be conducting the training and how long will it be? Traditionally, various department heads contribute to the training program, providing direction in each of their areas and reviewing pertinent materials from the manuals; however, leadership teams have identified that their time can be spent wisely on other agendas while training is outsourced to franchise training professionals with the knowledge of current best practices and advantageous teaching methods. Some programs are weeks long and combine on-the-job training in a unit, as well as classroom programs at the corporate office. Programs this robust can provide some of the best training available.
Store Personnel Training: If your personnel are to provide travel services, haircuts, pest control or tacos, how will they learn to do it? As a Franchisor, you will be responsible for providing instruction of your employees as well as what training aids and tools will be provided. Will you provide videos or DVDs, or perhaps a manual, quick reference cards, or on-screen cues on the POS system?
Franchise Unit Manager Training: After location, the unit manager is probably the most critical ingredient to your operation’s success. In many cases, that manager is promoted from the ranks of the unit employees and may have little supervisory experience.
Multi-Unit Franchisee Training: If you are considering a franchise opportunity with visions of owning multiple units, inquire about specific training geared to multi-unit owners. The challenges and opportunities for the multi-unit owner are different than a single-unit owner. Therefore, when you arrive at that juncture, you will want to know that the you have carefully developed strategies and programs designed to support your team and you.
Ongoing Franchise Training: How frequently does your franchise provide new training offerings to franchisees and general managers. How do you introduce new services or procedures? What role does your leadership team play in rolling out new programs?
Visionary People (VP) delivers Enterprise Resource Planning (ERP) Training and Mentoring for client’s interested to develop a sound understanding of ERP systems. VP plays a vital role to mentor and guide clients through complex ERP implementation backed by over 100 successful implementations. VP technical consultants are well versed with several ERP systems including, but not limited to, Microsoft Dynamics AX, SAP, Oracle PeopleSoft, and JDEdwards. Our team has years of hands-on experience and the required qualification and the competency to utilize any tool or technique to enhance your business process efficiently.
VP’s ERP training and mentorship is designed to help role leaders such as project managers, production managers, planners, sales and purchasing managers, controllers, and quality maintenance team to have a guide that they can trust through every phase of their ERP implementation. Our ERP training process is linked with the ongoing process of a business. Our periodic mentoring technique is an essential aspect for ensuring long-term success of ERP software application. The training programs are closely followed up with reviews from clients and mentoring is upgraded according to the client’s feedback. VP training programs respect deadlines and milestones set for different modules. To ensure success in ERP implementation VP offers the following customized mentoring and training courses to enhance your implementation experience.
Our ERP training process is linked with the ongoing process of a business. Our periodic mentoring technique is an essential aspect for ensuring long-term success of ERP software application. The training programs are closely followed up with reviews from clients and mentoring is upgraded according to the client’s feedback. VP training programs respect deadlines and milestones set for different modules.
If there's a vision, there's a way.℠