Cross-training benefits employer, employee

There have always been solid business reasons to support the expansion of job responsibilities and roles in one’s organization. As we continue to be confronted with the ebb and flow of the COVID world, having crosstrained team members is one of the best hedges against loss of team productivity due to COVID-related illness and care taking.

Some organizations are limited in their ability to cross-train team members. This may be due to contractual obligations, or it may be due to specific licensing capabilities.

However, regarding license capabilities, we have seen an easing of the capabilities associated with medical staffs during the height of the COVID outbreak in 2020 and 2021. As many organizations go into contractual negotiations with their unions, they might want to consider the benefits of cross-training not as a labor reduction issue but as a business continuation opportunity.

One of the reasons why there has been hesitancy to cross-train some team members might be contributed to the hierarchy associated with position by title and or positioned by remuneration.

The title situation can be addressed with a reasonable amount of creativity. As an example, think about the diverse number of titles in the banking world. I was always confused about at what level bank officials could make the actual decision associated with my transaction.

A quick review of titles within one’s organization could offer latitude to provide cross-trained team members with new appropriate titles.

Remuneration is always a challenge for organizations, especially when there is uncertainty associated with the business. However, it is rea

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sonable to provide bonuses or other sorts of recognition to members of your team who have stretched and met a new level of proficiency or competency in a new area.

An educational bonus would allow for recognition of the additional effort and challenging work by a team member and not put a continuing burden on the salary budget line item.

Some organizations that have implemented crosstraining programs on an expanded basis have found that their team members appreciate the new learning and the ability to have some flexibility in their work responsibilities.

Cross-training has had a significant impact in the manufacturing sectors, where the ability to operate more than one machine by a team member is not only desired but, in some instances, necessary.

Also, the cross-training concept can move into the higher levels of the organization. It is not unusual for an organization to put together cross-functional teams to address a particular project or issue.

During the period on the team, team members often will have the opportunity to work or engage new skill sets with the support of another team member.

In many instances it is best when the team member has an opportunity to volunteer and or to select the area that they are interested in or feel they will be more successful in when they are evaluating new team or new skill assignments.

Typically, when any of us has an opportunity to select a new adventure, we will be more engaged and therefore have a higher chance for success.

There may be additional benefits beyond the traditional views of cross-training as we continue to navigate our operating environments.

Cornell Wright is a consultant, author and business coach. His firm, the Parker Wright Group, located in New Haven, consults with clients in the areas of executive team decision making, talent optimization though a business partner relationship with Predictive Index and Diversity Equity and Inclusion training and organizational enhancement. He can be reached at 203-521-6748 or Cornell@ parkerwrightgroup.com.