We have begun changing our infrastructure and training of our service agents. We offer biweekly meetings at 2 time sessions for them to choose from. About 20% don't register because they say they can't make it. These are key people in our organization that we not only want to change but share what they do know that's productive with the rest of the group.

What is the best way to motivate, convice, cajole, persuade them in understanding they have to come to these meetings and training sessions for their own good and the good of the company? Is it wise to assume that we may have to discipline them or write them up if they persist to make excuses? Can we make these mandatory training sessions with the unspoken threat that if they don't show we will consider replacing them?

-- Steven L. Haleo (aecslh2@e-dr.net), March 17, 2001

Answers

Steven,

It's great that you're offering the sessions. I had a similar situation a few years ago with an annual event. I couldn't get the staff to attend orientation meetings for volunteers (over 400 people). They all felt that they had other "more pressing" matters to attend to and quite frankly, took for granted the services provided by our volunteers.

One year our volunteers "disappeared" after only an hour and our managers were screaming for help. At the end of the day during our "what worked and what didn't" meeting, everyone looked to me for an explanation.

My defense was that since most staff did not attend the orientations, volunteers did not feel a part of the team and did not bond; hence, the level of commitment suffered. I was armed with the costs we would incur if we had to "hire" the volunteers to drive the message home-- no one wanted additional dollars coming out of their budgets.

The next year, our Executive Director strongly suggested that staff attend the orientations and if they didn't, she didn't want to hear how they didn't get the help they needed during the event. The next orientation, I was pleased to see 90% of the staff attend. During the event, I saw managers greeting volunteers by name, chatting and even requesting that some of the best volunteer become paid staff.

In your case, it appears that your employees feel something else takes priority. To gain insight, if you haven't already, survey your staff. Then, ask what are the primary reasons for not attending? I realize you said they don't register because they can't make it but why can't they? Other meetings, lunch, paperwork, etc. Perhaps then you can identify what's taking priority over your training sessions and not assume that people are making excuses. Finally, ask the staff what it would take to get them to the sessions and ask those who have attended what made them come.

Here are some ideas to help make the sessions more appealing:

1. Incorporate a few ideas, benefits of or lessons learned in conversations or where appropriate in other meetings to let people know what they've been missing.

2. Try requesting that staff attend at least one meeting per quarter or whatever you decide is best instead of using the word "mandatory."

3. Finally, if all else fails, go ahead and make the sessions mandatory.

Hope that helps.

Best of luck to you.

-- Okolo Toure (okolo@worldnet.att.net), May 04, 2001.