Retraining Employees? Three Tips for Handling Any Pushback
In a previous life, I worked in for a home care agency. When I arrived, I was the low woman on the totem pole designated as the Personnel Coordinator/Recruiter. I remember being excited to leave the previous hellhole I was in and moving on to a much more sane environment – or so I thought.
During my first few weeks, there were quite a few whispers of the headquarters wanting to shut down the location I worked at. I never understood why until I examined how they were managing both the business and workforce closer. The “greener pasture” I moved onto was sending people namely healthcare practitioners into people’s homes being undertrained. You may be saying to yourself: “Well that’s not profound, because no one trains anymore” and you would be mistaken.
If there is a field where training is of the utmost importance – it is healthcare. In healthcare, people are often times coming to you when they are at their worst. For many of our clients at this company, having an in-home healthcare provider was both life-saving and life-preserving. That said, it was perplexing to find that not only were our employees not properly orientated and assimilated into the company; but they were not made to keep up with their ongoing training.
As I got the handle of my job and what needed to be done, I asked the Director for budget to launch an official orientation program. I explained to her that many of the personnel issues they were having was due to our employees not knowing our “way” of serving our patients/clients. Although, I will not disclose the company’s name, they had a manifesto of sorts that outlined the spirit with which they served clients and none of our practitioners knew it.
I ultimately received the budget to launch my orientation program as well as got the green light to revive our in-service process for the practitioners. Let’s just say I was not exactly popular among our employees for contacting them about lacking in-service hours. They had been allowed for several years prior to be scheduled and deployed to patient’s homes without having to upkeep their skills.
Here are three tips that I used for handling the pushback I received on retraining our employees:
- Don’t finger point. If I wanted to absolve myself of any wrongdoing I could have because I was new and also knew who dropped the ball in administering the onboarding and training programs for our practitioners. The reality is that wouldn’t have solved our problem of having under-trained employees. Instead, I explained to every employee that I understood that what I was proposing posed and imposition. I followed that statement up by letting them know that I would do everything in my power to help them meet our requirements.
- Do what you can to help your employees adjust. As I mentioned, I gave the employees my word that I would get them to the finish line. Too often, we make promises to our employees and fail to follow through. In my case, this meant early mornings in different counties to accommodate our employees commute time. This also meant accommodating various schedules by having morning and afternoon orientation sessions so no one missed out.
- Hold your internal partners accountable to the changes being made. One of the greatest detractors of change is the lack of buy-in from leadership down the command chain. While I obtained the budget I needed and had the blessing of my C-Suite, I had to constantly meet with my managers and nurse supervisors to make sure there was a united front as we proceeded with the changes I was proposing. Everyone from staffing supervisors to the director was involved in the process. I made it so they couldn’t ignore me and go back to the way it was.
Change in organizations is difficult particularly when it hints on the workforce being under-skilled and/or trained. Making sure your workforce is armed to do the work is not only important; your customers and/or clients depend on their expertise. Don’t let your fear of backlash or pushbacks deter you from making sure your employees are skilled and prepared to serve.
Rosie the Robot, Amazon, and the Future of RAAI
Written by: Travis Briggs, CEO at ROBO Global US
It’s tough to find a kid out there who hasn’t dreamed about robots. Long before artificial intelligence existed in the real world, the idea of a non-human entity that could act and think like a human has been rooted in our imaginations. According to Greek legends, Cadmus turned dragon teeth into soldiers, Hephaestus fabricated tables that could “walk” on their own three legs, and Talos, perhaps the original “Tin Man,” defended Crete. Of course, in our own times, modern storytellers have added hundreds of new examples to the mix. Many of us grew up watching Rosie the Robot on The Jetsons. As we got older, the stories got more sophisticated. “Hal” in 2001: A Space Odyssey was soon followed by R2-D2 and C-3PO in the original Star Wars trilogy. RoboCop, Interstellar, and Ex Machina are just a few of the recent additions to the list.
Maybe it’s because these stories are such a part of our culture that few people realize just how far robotics has advanced today—and that artificial intelligence is anything but a futuristic fantasy. Ask anyone outside the industry how modern-day robots and artificial intelligence (AI) are used in the real world, and the answers are usually pretty generic. Surgical robots. Self-driving cars. Amazon’s Alexa. What remains a mystery to most is the immense and fast-growing role the combination of robotics automation and artificial intelligence, or RAAI (pronounced “ray”), plays in nearly every aspect of our everyday lives.
Today, shopping online is something most of us take for granted, and yet eCommerce is still in its relative infancy. Despite double-digit growth in the past four years, only 8% of total retail spending is currently done online. That number is growing every day. Business headlines in July announced that Amazon was on a hiring spree to add another 50K fulfillment employees to its already massive workforce. While that certainly reflects the shift from brick-and-mortar to web-based retail, it doesn’t even begin to tell the story of what this growth means for the technology and application firms that deliver the RAAI tools required to support the momentum of eCommerce. In 2017, only 5% of the warehouses that fuel eCommerce are even partially automated. This means that to keep up with demand, the application of RAAI will have to accelerate—and fast. In fact, RAAI is a key driver of success for top e-retailers like Amazon, Apple, and Wal-Mart as they strive to meet the explosion in online sales.
From an investor’s perspective, this fast-growing demand for robotics, automation and artificial intelligence is a promising opportunity—especially in logistics automation that includes the tools and technologies that drive efficiencies across complex retail supply chains. Considering the fact that four of the top ten supply chain automation players were acquired in the past three years, it’s clear that the industry is transforming rapidly. Amazon’s introduction of Prime delivery (which itself requires incredibly sophisticated logistics operations) was only made possible by its 2012 acquisition of Kiva Systems, the pioneer of autonomous mobile robots for warehouses and supply chains. Amazon recently upped the ante yet again with its recent acquisition of Whole Foods Market, which not only adds 450 warehouses to its immense logistics network, but is also expected to be a game-changer for the online grocery retail industry.
Clearly Amazon isn’t the only major driver of innovation in logistics automation. It’s just the largest, at least for the moment. It’s no wonder that many RAAI companies have outperformed the S&P500 in the past three years. And while some investors have worried that the RAAI movement is at risk of creating its own tech bubble, the growth of eCommerce is showing no signs of reaching a peak. In fact, if the online retail industry comes even close to achieving the growth predicted—of doubling to an amazing $4 trillion by 2020—it’s likely that logistics automation is still in the early stages of adoption. For best-of-breed players in every area of logistics automation, from equipment, software, and services to supply chain automation technology providers, the potential for growth is tremendous.
How can investors take advantage of the growth in robotics, automation, and artificial intelligence?
One simple way to track the performance of these markets is through the ROBO Global Robotics & Automation Index. The logistics subsector currently accounts for around 9% of the index and is the best performing subsector since its inception. The index includes leading players in every area of RAAI, including material handling systems, automated storage and retrieval systems, enterprise asset intelligence, and supply chain management software across a wide range of geographies and market capitalizations. Our index is research based and we apply quality filters to identify the best high growth companies that enable this infrastructure and technology that is driving the revolution in the retail and distribution world.
When I was a kid, I may have dreamed of having a Rosie the Robot of my own to help do my chores, but I certainly had no idea how her 21st century successors would revolutionize how we shop, where we shop, and even how we receive what we buy - often via delivery to our doorstep on the very same day. Of course, the use of RAAI is by no means limited to eCommerce. It’s driving transformative change in nearly every industry. But when it comes to enabling the logistics automation required to support a level of growth rarely seen in any industry, RAAI has a lot of legs to stand on—even if those “legs” are anything but human.
To learn more, download A Look Into Logistics Automation, our July 2017 whitepaper on the evolution and opportunity of logistics automation.
The ROBO Global® Robotics and Automation Index and the ROBO Global® Robotics and Automation UCITS Index (the “Indices”) are the property of ROBO who have contracted with Solactive AG to calculate and maintain the Indices. Past performance of an index is not a guarantee of future results. It is not intended that anything stated above should be construed as an offer or invitation to buy or sell any investment in any Investment Fund or other investment vehicle referred to in this website, or for potential investors to engage in any investment activity.
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