Employees experience a change in routine and boredom is reduced.
Employees feel valued because the employer is investing time and resources in their development.
People for higher-level jobs may be identified during the process.
John laid out a plan. He identified tasks performed for various jobs and designated which ones could be successfully performed by other people.
He identified who has interested in his cross training program. He realized it is not wise to force someone into cross training; you may have to create the environment for employees to buy into it. They may not see the skills necessary like you do.
He identified who has the competencies to be cross trained for new positions.
He developed a training process. Supervisors could do the training or even the person currently performing the job. It is important to provide adequate training and instruction to the trainer on how to train. You cannot assume people have this expertise. You could do more damage than good by not paying attention to this.
John reduced the workload during the training and while the tasks were being performed. Otherwise, the people involved may feel resentful about the entire process.
He allowed time to learn and practice. One can’t assume a person can pick up the new process and retain it forever. Instead, you must outline a schedule to perform the new skill periodically and expect beginner mistakes at first.
John found himself needing some assistance in cross training his employees. His investigation of outside sources included the community college in his town for supervisor and management training.
The overall outcomes for John, the employees and the business were: overall costs decreased, employee morale and motivation improved, turnover decreased, people saw a better opportunity for growth in the company, there was less burden on the supervisors, there was better coordination between the departments, and there were fewer differences between the people and departments. Most importantly of all, he is still in business!