Training through the “Four Stages” of Learning: Part 2 /10-29-2014

Feb 11, 2015

In our first article on training through the “Four Stages,” I shared the names of those stages as first created by Noah Burch. Using a more practical approach for construction training, I edited a bit Mr. Burch’s stages to the following:

Stage 1. Unconscious of What I Don’t Know

Stage 2. Consciously Aware of What I Don’t Know

Stage 3. Consciously Aware of What I Do Know

Stage 4. Unconscious about What I’ve Learned (i.e. “I do it without thinking about it.”)

We addressed Stages 1 and 2 in our first article and today we examine Stages 3 and 4. Again, why is considering one or more of the stages to learning important as it relates to educating today’s construction worker? A few reasons continue to remind me of this and have greatly impacted much of what I develop and train for contractors across the USA, Canada, Europe, Australia, New Zealand and, most recently, Brazil.

First, most contractors are experiencing a huge increase in job candidates that have little to no construction experience…anywhere! Second, the key to effective training is not avoiding the candidates’ lack of knowledge and experience. Instead the key is charging clearly forward with a plan to step “way back” to place more emphasis on more of the pure construction basics than ever. Third, while many laborers do learn from seeing someone else perform a task, this form of training alone only builds “copy cats.” That is, a new laborer might perform a task just as he or she observed it being executed but still not have a clue as to why such technique was used. Following the four stages allows for education, teaching more of the “whys” behind a particular technique so that an employee has greater depth of reasoning should a mistake or change in the situation arise.

Let’s now move ahead to examine the third stage in our process for training our construction workers.

Stage 3. Consciously Aware of What I Do Know

A sure sign that our training and educational efforts are taking root is when the new workers begin to address work situations on their own, selecting correctly needed tools, placement and the proper use of materials and supplies.

This doesn’t imply at all that workers are not making mistakes but rather that they are moving forward with greater confidence that what they know represents the solid basics of job execution. From Stage 2 they have learned what they do not know, asked questions to clarify, and now, in Stage 3, are “consciously aware” when something is not right, proper or even advised.

A clear example might be the young carpenter who now realizes that taking his retractable harness is required before working at a level above the ground deemed as unsafe. Likewise, if he has been trained well, he will first assess what the work area is like in regards to safety, how best to carry the needed forms, how to position himself in the most advantageous and safe position etc.

Another example might be the asphalt employee who has been trained on raking out larger-than-allowed rock from the freshly placed hot mix asphalt. The worker knows that larger rock in a fine mix of asphalt to finish off a parking lot can more easily pop out, leaving a pit that can collect water and then ultimately jeopardize the integrity of the parking lot.

Yet another example might be the younger apprentice plumber who purposely refrains from finishing his copper line for the bathrooms in a new residential project because the carpenter has yet to complete his needed work.

To be “consciously aware of what I ‘do’ know” empowers the worker to ask better and more advanced questions and to have greater confidence in his own work abilities. Again, this third stage does not imply that the worker knows all there is to performing the job, but his ability to expand to more complex tasks, taking on greater responsibilities is made much easier.

Keep a worker at Stage 2 and you have the constant anxiety that he is always in need of close supervision. Most contractors will admit that leaving such workers alone for any amount of time guarantees rework and questionable-to-poor quality. Grow the worker into a Stage 3 “student” and you begin to recognize that good performance can be achieved with new workers.

Stage 4. Unconscious about What I’ve Learned (i.e. “I do it without thinking about it.”)

Many years ago I worked under a seasoned and licensed plumber who had forgotten more than I would ever know! Did you ever have a seasoned veteran as your teacher like I did? If you have there is a good chance that he might not have been a great teacher, although you did learn some things.

This Stage 4 speaks much more to the more seasoned and experienced workers and leaders in our companies today. And herein is one of the toughest challenges most construction companies face today.

How do we move our experienced construction veterans to be more thorough, more detailed and specific, AND more patient with the numbers of new workers who will be shadowing our worksites?

This question, if left unaddressed or not solved, will cause many issues for many contractors.

The experienced craftsman, Project Manager, Foreman and Superintendent are greatly needed today. But fulfilling each role must be expanded to include more focus on teaching, coaching, mentoring and monitoring of new talent. Whether we like it or not, and whether this group of talented experts like it, handing the “baton of knowledge” to the next generation of construction workers has always been in play. It just seems like today’s construction “vets” are either less interested in teaching and training or less patient.

So, what’s a contractor to do? Well, let’s consider a few tips that might assist your efforts to get out of your experienced and proven construction “experts” what is needed to train, coach, mentor and monitor this huge “freshman class” of new workers.

Personalize the Situation & Need. With most contractors in desperate need of construction workers at all levels, contractors and senior leaders must take their experienced folks away for a quiet but direct –even blunt – conversation. The leader needs to share with them the importance of the situation, the need to engage the new workers, the need to be more patient then ever, and to challenge each experienced worker to recall when they were the “green kids.” This message, delivered by the owner or a senior ranking leader, can go along way to insuring greater effort and result.
Train Your “Experts” on How to Train, Coach, Mentor & Monitor. This isn’t as crazy as it might seem. Most “experts” are not necessarily even aware of how they do what they do. Try thinking how a Michael Jordan or Wayne Gretsky would instruct new players on doing the things they accomplished in their incredible careers. Unfortunately not all “superstar” construction craftsmen and leaders are natural teachers. Therefore, if you need to use some of your more gifted workers to assist your effort to educate your new workers, at least give them some “train the trainer” support. They might be a bit more effective than just putting the new guy with a worker, hoping that something good will rub off.

Develop a Scripted Training Program. This takes a bit more time to accomplish, but it can go a long way for the more experienced worker to train your new hires. Once a training program is scripted, allow your veterans a chance to edit the content, allowing them to take some ownership for what will be instructed. Heck, if you can, take the time with your veterans to provide you with their preferred order and process to executing work tasks, handling tools and operating equipment.
Follow-Up with Veterans Doing the Teaching. I’ve written before about the incredible importance of following up with those to whom we delegate tasks. This follow-up reinforces the importance of the task delegated and reaffirms to the person receiving the delegated task that his efforts are important. The same principle is true here. Additionally, by following up with your veteran teachers you will also gain from them their opinion as to the talent and potential of those they are training.

Encourage, Support… and Bonus! OK, you probably get the first two efforts but might push back on the “bonus” tip. Here me out, or better, “read me out.” Certainly the very least we should do as contractors and senior leaders it provide consistent and positive encouragement and support for those doing the training, coaching, mentoring and monitoring. Come on leaders! These are the individuals who just might help your company get through this incredibly tough employee issue. Your consistent encouragement and support will go a long ways toward keeping your veterans motivated and patient. However, don’t think you will get by on the good natured effort from our veterans for nothing…at some point their “Mr. Nice Guy” might run out of steam.

Do I really mean to give those trainers of yours a bonus, like in financial bonus? 100% YES! Whether you pay a training “bounty” for every new employee a more experienced worker works with and grows, or simply put a little extra in a vet’s bonus check at the end of the year, seriously consider providing a financial reward. Having those who are experts and familiar with your company’s policies, processes, people and other “stuff” eligible for a bonus for assisting your future security is much cheaper to do than to hire new workers and do it yourself.

There are as many ways to creatively use and leverage your more experienced workers and leaders to assist in this learning game we find ourselves in today. For those contractors who choose to be assertive and organized in approaching this situation, recognizing the four stages addressed in this and the previous article reflect wise avenues to use when training; the results could easily be beneficial and profitable.

Get started today considering the four stages of learning. Use the four stages to map out where some of the more challenging areas within your workforce. Recognize that there will be some persuading required to convince some veteran workers to assist you – and some much needed patience from this same worker (the trainer) and your new worker who will most likely improve slowly in his learning.

Don’t lose your own patience and don’t be discouraged. We’ve trained inexperienced workers in all succeeding generations, even while this new influx of workers might prove to be the largest group of low-skilled or least knowledgeable workers.

Stay positive, stay organized and stay prepared for a challenge and you will outdistance many of your competitors in developing a workforce for your company that might, just might, be better than previous generations of workers. Let’s at least work toward making this possible!

Make the Four Stages of Learning your secret weapon to raising future achievers!

Brad Humphrey