A Different (and Effective) Approach to Training Employees Mailing Systems Technology

It takes many hard-working, skilled employees to keep the equipment in a lettershop running to meet customers' mail dates. Maintaining a sufficient number of employees to meet this need is a challenge. If you have had the same experiences as I have, you know that training and getting these employees "up to speed" is even more of a challenge.

In the past, we trained new employees by placing them directly on the lettershop floor, on their first day, with an experienced machine operator. The machine operator was expected to train the employee as well as maintain productive numbers off of their machine. This process had many disadvantages including:

New hires were intimidated by the noise, distractions and stress of the lettershop.

The management of the lettershop was expected to meet mail dates relying on many new, unskilled employees. This would lead to frustration on management's part and would, at times, make them push new employees a little too much, which would, in turn, lead to frustration on the new employee's part.

Just because someone is good at running a machine does not mean they will be good at teaching someone else to do it. Employees who were not good at training but were required to do so would become frustrated. This, along with feeling like the training was keeping them from reaching productive numbers, led to bad attitudes toward the new employees.

In an effort to meet mail dates, supervisors would keep an experienced operator breaking the belt while using a new employee as a feeder. Thus the new employee did not have the opportunity to become proficient at breaking the belt.

Occurrences of errors made by new employees were high, leading to increased costs.

New employees' impressions of the company were formed by information they received from other employees. Management was not giving them information on the company's values, mission and philosophy, nor were they getting a clear understanding of what was expected of them as an employee.

All of these reasons resulted in many new employees leaving after one or two days of employment. Many of those who stayed were not as productive as they should be and were not adding value to the lettershop or the company as a whole. We realized that a change needed to be made to avoid these problems. A team of employees worked together to develop a training program.

The program incorporates the basic training principles of presentation, demonstration and practice. It incorporates the best of classroom training and on-the-job training. It can be likened to vestibule training. This involves training employees in a simulated workplace using machines they will be required to use and on the exact work they will do when they become a part of the regular workforce but in a location removed from the actual work environment.

The first stage of the training involves four days of instruction in a classroom. The classroom contains a four-station inserter and is located away from the lettershop. The group size is generally four to six individuals and is led by a trainer with over 20 years of experience.

Included in this stage is a general orientation given to all employees. The President of MSP discusses the history of the company, the philosophy and vision and the direction we are going. Employees get to see the big picture from day one. The quality department presents information about the continuous improvement process and how it is a part of MSP. They also receive general safety training, benefits information and an overview of the employee handbook by the human resources department. During this time, they also receive a department orientation. The Vice-President of Production provides information on the mission of the production department and reviews how employees play a part in that mission. A supervisor also gives general information · such as reporting off procedure, attendance requirements, etc. Also included in these orientations are a tour of the facility and the viewing of several videos of MSP and the lettershop.

After the orientation process, the actual job-specific training begins. During this training, employees are instructed on the basic aspects of effectively completing a job in the inserting department. After these basics are taught, the employees begin to work on the four-station inserter on a live job. They are shown how to feed the inserter and "tie" or break down the mail according to postal regulations. The trainer is there to instruct and observe their performance and answer questions they may have on performing their job.

The second stage of the program begins on the fifth day of employment. The trainees report to the first shift of the lettershop to work in the training module. The training module consists of trainees working together, side-by-side on machines being overseen by an experienced machine operator. A job coach, who then can identify their strengths as well as what skills they need to develop, observes their work. The coach reinforces the strengths and provides instruction for skill improvement. This includes demonstrating the expected technique as needed. The coach is a continuous source of feedback to the trainee on how they are progressing. Employees hired for other shifts complete the classroom training and one week in the first shift-training module. After two weeks they report to their assigned shift and are worked with by a job coach/trainer.

New hires remain trainees until they demonstrate the skills, knowledge and motivation needed to become a machine operator. They also must pass a test. While it is the hope that the new hire will be promoted from trainee to operator in a matter of three to four weeks, additional time is given if it is felt necessary. There is a performance management meeting held weekly to review the progress of the trainees. Action plans for improvement are discussed. Participating in the meetings are the Vice-President of Production, the Production Manager, the Human Resources Director, supervisors and job coaches.

Since its implementation, this program has proved effective for MSP. Employees are more satisfied with their training experiences. Prior to the training program, employees made these comments:

"I was on the floor for 11/2 months before I received any proper training for my job. I had to sink or swim on my own."

"Most everything I know I have learned on my own, either by asking or by watching and listening. I think you would keep more people if you would train them properly from the start."

After the implementation of the program, comments changed to:

"I like being one-on-one and learning in a quiet atmosphere."

"I would probably not have stayed except for the support and training of the job coach."

New employees are also becoming productive in a shorter period of time and are better skilled than previous new employees. Supervisors are able to rely on them sooner to help meet mail dates. This has improved the atmosphere between new and experienced employees as well as lettershop management.

This article was written by Amy P. Gordon, SPHR, and was contributed through the Mailing & Fulfillment Service Association (MFSA.) Amy has been the human resources director of Mailing Services of Pittsburgh, Inc. for the past five years. Mailing Services of Pittsburgh, Inc. is a direct mail company with over 40 years of experience in the direct mail industry. You can contact Amy at agordon@msp-pgh.com. For additional information on MFSA, you can visit www.MFSAnet.org.

A Different (and Effective) Approach to Training Employees

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