Masonry Magazine October 1998 Page. 17
To Train or Not to Train...
That is the Question
by Steve S. Saucerman
Rob is a great employee. He's been with you for awhile now and has been a consistent, responsible performer. He's on time, doesn't question orders (at least to your face), and lately, has begun to show leadership skills. Better yet, the other men are looking to him as a leader - a fact that doesn't escape your attention. Now, you've been around. You know these kind of guys don't come along everyday and it just-so-happens that lately, you've become way too swamped with the "business" end of things to pay enough attention to the crews.
So you weigh the facts. Let's see, you need a field leader - he's got potential and your workload sure isn't getting any lighter. True, he's a little rough around the edges - business-wise that is but the good ultimately outweighs the bad and you decide to make a commitment. You call him in, let him know your thoughts, offer a modest raise (and a company truck), and he leaves your office enthusiastic and committed to his new role.
"So far so good", you think, but you still feel a little refinement is in order after all, he does represent management now. Now it just so happens that over the years, you've seen a lot of flyers for training seminars float across your desk. You normally chuck 'em - save a few - and then chuck those a couple of days later. You never put much stock in training waste of time. "Workers should be working not sitting in a hotel drinking free Coke."
But, then again, you did make the commitment, the company is growing fast, and lately, your competition is advertising their "skilled, professional, business-like image" on TV. Well, maybe one seminar won't hurt. So you shell out the $295-and send Rob off to a Troweling Trade seminar and lo and behold, Rob comes back with new knowledge, perspective, and (yes) enthusiasm. He adapts this training to his new leadership role and the men seem to respond. You, meanwhile, are patting yourself on the back - pleased with the results and 6 months later you send him to a "superintendent skills" seminar; and six months after that computer training.
And then he quits!
Well, don't be silly. Of course he couldn't stay... not for what you're paying him. And besides... now he's got skills!
Continued on next page
MASONRY SEPTEMBER/OCTOBER, 198 17