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24 November 2014 Business Planning Guide www.greenmediaonline.com Training & EducaTion Building a Training Program The quote from General George S. Patton used above rather graphically sums up, at the most basic level, the basic purpose of a training program — particularly in the tree care industry. While in all industries and professions there are certainly risks and dangers involved, few contain the danger to life and limb that the tree industry does. After all, a software engineer who makes a mistake may see the computer system crash, while a tree crew member who makes a mistake may see an entire tree (including climber) crash. Certainly, tree care training programs are intended to improve efficiency, lower costs, and produce a variety of other positive outcomes; but, at its most basic, it must be remembered that training saves lives. Evaluation The first step in building a training program, regardless of the size of the crew or organization, is evaluating what training is needed and what resources are available. For example, a company that uses aerial lifts almost exclusively should focus its training on aerial lifts. While this might seem obvious, it can become a problem for companies or crews who attempt, typically for cost saving, to use an existing "one size fits all" training program or module. In addition, company owners or leaders may find it valuable to have their training needs evaluated by an "outside" observer. There are certainly training companies and consultants available to do this, but even the use of another arboricultural professional who is a friend or peer can be beneficial. This prevents company leadership from being "blinded" to unsafe practices or habits of their crew members, and perhaps even themselves; and allows a "fresh" set of eyes to recognize and document those practices. This process need not be an evaluation in the sense that the observed crews are being tested on various skills, but rather a "fact- finding" process in which the observer is gathering information about the manner in which the crews carry out their work. The company leadership must be secure enough and open-minded enough to accept the information they might receive about their crews' shortcomings in safety or efficiency. The information gathered can then be used to help build an appropriate training program, with emphasis placed on the required skills, techniques, or other areas. While the evaluation process applies to a company wishing to build a training program where none exists, it also readily applies to a company wishing to refine its existing training program. Perhaps there have been several accidents or injuries that are of concern, or the company is expanding with several new hires expected; in either case, some form of evaluation needs to take place. A new employee needs to be evaluated for existing skills and practices — and appropriate training given — prior to being sent out on a paying job. Conversely, existing employees who have already been participants in the present training program, but have been part of a trend of accidents/injuries, need to be evaluated to see what areas might need more emphasis or review. EmPowErmEnt A training program, regardless of how well built or designed, is only as good as the company's/crew's commitment to it. Training costs time and money, whether the company carries it out "in house" or uses outside resources; and the leadership needs to recognize that fact and still be committed to the training program. "A pint of sweat will save a gallon of blood." ■ by MichaEl "housE" Tain