Company Presentation
Proposal to Modernize How We Train New Employees
WELCOME MESSAGE
Greetings to everyone that took the time out of your busy schedule to be here today. I’m excited to talk to you today about a proposal to fundamentally change the way we train our new hire, conductor, and fireman in training employees.
AGENDA
For today’s agenda, I am going to present an opportunity within Union Pacific Railroad where we can build on the past success of our technical training program, and improve the skills of our workforce needed to further our company into the 21st century. I will discuss the concept in detail. I will evaluate the outcome, and will review significant measurable objectives. In the end, I will present what we will need to do to take action and sustain change.
OPPORTUNITY
Within Union Pacific, an area of opportunity for organizational development is technical training. A transition to web-based and video led classes will allow instructors to train from their current location without the disruption and cost of traveling to geographically disperse training sites. Students will have less distractions and instructors will be able to provide real time feedback to students. All departments within Union Pacific have been tasked for cost reductions with the new Unified Plan 2020 implementation. The current training programs have significant instructor travel costs, including air fare, rental car expense, meals, and meeting space rental. We also have a high turnover rate with the average instructor leaving the group in less than 2 years due to the excessive travel demands of the job, which sometimes exceed 75% travel. We should see cost savings in the 80% - 90% range for instructor travel expenses, and we should also see instructor retention improve, allowing technical training to keep the best, most qualified instructors. This change in training will allow Union Pacific to reduce the carbon footprint of our organization as we phase out instructor travel. This methodology will also allow the company flexibility in conducting training if situations out of the organizations control, such as the on-going coronavirus pandemic occur.
SITUATION
Currently classes are held in traditional classroom settings with an instructor to student ratio that varies from 10 to 30 students to one instructor. Students are trained on the mechanics of performing the position they were hired for, as well as given extensive safety training. The current classes do a poor job of utilizing available technology and rely heavily on instructor dialog with the students. As technology changes, employees require better training on technology including computers, remote control technology, computerized dispatching, and many others. The current training models have not kept up with the speed of the changes in technology happening in the rail industry. We have the choice of standing pat or changing the current training model and improve our employees job performance, safety performance and realize long-term financial gains by the aforementioned instructor travel cost reductions.
CLASS CULTURE
Classes are very formal with a set agenda and no deviations from the schedule allowed.
Every class is trained to the same exacting standards. Instructors are not allowed to introduce non-approved training material or methodologies. We should continue the practice of ensuring each class is trained to the same standards and with the same standardized materials. This will ensure all students system wide have the same knowledge background.
STRATEGY
Our strategy will be to introduce modern training methods including web-based and distant learning into our programs. The objective of the new program is to develop a better-rounded employee with a greater knowledge base. Union Pacific trains employees to comply with Federal Railroad Administration standards. The Federal Railroad Administration regulates training in the railroad industry, as well as monitoring the safety performance of each company. They set guidelines and regulations for the industry and failure to reach their objectives can result in substantial fines and rail closures. We will submit a filing to the FRA on the proposed changes and adhere to their regulations.
DESIGN CRITERIA
We will design a new training methodology to leverage technology, enabling an accelerated learning curve. Customers and key stakeholders will be involved in the development and execution of the program. The new program will be visually stimulating, while providing a safe and effective training environment. The new method of delivering training will utilize technology, improving the quality of our employees, as well as lowering training costs.
MEASURABLE OBJECTIVE
We will utilize various measurements to gauge the program’s effectiveness. We anticipate employees training scores will increase, while test failures will decrease due to the new, modern training modules. Students will be better prepared for class due to receiving web-based assignments before the start of formal classroom work. Instructors will be better prepared for class due to the lessened travel requirements, allowing for more preparation time for each class. Students and instructors will be asked for feedback on the preparation for their classes, and this feedback will be analyzed by training staff. Student testing is measured through an auditing process already in place. Test scores are electronically entered into a database for comparison with other classes. Students that fail a course are automatically flagged for additional auditing and the student is interviewed for feedback on the training program. These results are recorded and retained. An analysis of the program will be performed to measure the initial cost of developing the new training modules, training staff on the new methodology, infrastructure costs including computers, internet, and facility costs, instructor travel and student travel. Budget audits will be held to measure cost reductions. Initial reporting will be done after 3 months.
TAKE ACTION/SUSTAIN CHANGE
Approval for the new program will be needed from departmental and executive
staff. During the development of the new program, collaborations will be made with various individuals and groups. An opportunity exists to share ideas and augment others contributions through conversation. Conversations with stakeholders will ascertain what they like about the current training of employees and have them imagine the positive outcome of the changes in the next few years. Corporations that only attempt change from the top down and do not utilize each group in the organization will not get buy in from all employees, resulting in less effectiveness and lower morale among the workforce. Change should be data driven, but also must utilize human elements as well.
I feel that Action Research can be utilized, with methods including Design Thinking and Appreciative Inquiry to further this project. There is a quote in the book “Doing Action Research in Your Own Organization that states: Action Research “Builds on the past and takes place in the present, with a view to shaping the future.” This is what I am proposing, to build on the previous success in training, develop a better system, and shape future training initiatives for the next generation of Union Pacific employees.
In order to achieve the goal of upgrading not only the training materials, but the methodology the training is delivered, research into the current system must be performed. My research question states “Is our current training model sufficient to match company financial goals and provide world-class employees into the next decade?” Using Action Research will allow a detailed inquiry into the training criteria currently used, and will help drive improvements by involving various stakeholders and customers in the research. This will allow ownership of the project by those doing the research. Action Research empowers the researcher as they are researching their own areas, and not simply being subjected to others information. The main premise of Action Research is to identify a problem and act on the information. I believe by utilizing Action Research and acting on, instead of just reporting an issue, will greatly improve the projects outcome.
A team will be assigned to develop the training materials with a team leader and
director assigned to the project. A story board will be created explaining the training program, and the proposed cost savings. This step is necessary to ensure an understanding of why the new training program is being proposed. The program will be tested using one of the new training modules in a monitored setting. Personnel will be available to physically take over the class in the event of a technological failure. Metrics will be utilized to gauge the effectiveness of the class. Feedback will be received and changes/improvements will be made before the next launch. Once the project is implemented, an auditing process will happen to gauge the program’s effectiveness. Stakeholders will be apprised of the auditing process results, and feedback will be requested. Follow-on meetings will be held as necessary to make changes and improvements to the program. Budget meetings with technical training and human resources personnel will be held quarterly to review costs and look for opportunities for improvement.
Implementing the project will be challenging, as there are many associated tasks. There will be issues relating to gaining buy-in from various stakeholders, technological changes, the need to develop new course modules, and invariably resistance to change. I feel these obstacles can be overcome by collaboration with the various groups, and proving by the data obtained by the research, the need to change the current program. There are many items that will need to be addressed including cost of the program, timeline for completion, how we manage the transition for the old to new program, and many others. We will not have these answers until all stakeholders are engaged and the research into the program is completed.
I have been through several corporate and military transformations in my career. Some of the transformations have been successful, while others have failed. The main lesson I have taken away from these experiences is that change must include everyone in the organization, and all viewpoints should be taken into account. Employee buy in and ownership of the process is critical for morale, which affects employee production, and ultimately organizational success. We have a great opportunity to shape the success of future generations of Union Pacific employees, and build a better, safer workplace for the benefit of all.
Thank you for your attending this presentation. I now open the floor for any questions you may have.