Increasing Efficiency Through Quality Instruction
Here at AboutBI, we believe proper training is the key to maximizing the value of your reporting and analytical applications. However, due to the industry standard of high training costs, many companies do not invest in adequate training. This is why we strive to provide affordable, highly customizable courses taught by seasoned professionals.
More training results in a greater number of knowledgeable employees, which increases the efficiency of your overall analytical strategy. AboutBI has highly specialized consultants that can train on-site and help mentor your users.
Trained Users are more Proficient Users
We believe the key to a successful Analytical and Big Data strategy is to empower users within an organization to answer their own questions. This can only be done by training users to become more proficient with the tools they have. We help make this possible through programs that can be designed and tailored to best fit your needs and budget
- Highly customizable curriculum integrating your company’s data into the lessons and examples
- Courses planned around your individual schedule and delivered in a format that meets your needs
- Instruct large groups of employees while maintaining consistency of information throughout
- Customized courses scheduled on a regular basis
- Courses will not be canceled due to low attendance
- Low-cost travel expenses
- Cutting edge training facilities
- Re-configured systems for proper demonstrations
Why It's Crucial To Train Your Employees
Often I see startups keep careful statistics of how many candidates they’ve screened, how many have made it to the full interview process and how many people they’ve hired. All of these statistics are interesting, but the most important statistic is missing: how many fully productive employees have they added? By failing to measure progress towards the actual goal, they lose sight of the value of training. If they measured productivity, they might be horrified to find that all those investments in recruiting, hiring, and integration were going to waste. Even if they were made aware of low productivity among new employees, most CEOs think that they don’t have time to invest in training. Andy Grove does the math and shows that the opposite is true:
Training is, quite simply, one of the highest-leverage activities a manger can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in you subordinates’ performance, you company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours.
When people interview managers, they often like to ask: have you fired anyone? Or how many people have you fired? Or how would you go about firing someone? These are all fine questions, but often the right question is the one that isn’t asked: When you fired the person, how did you know with certainty that the employee both understood the expectations of the job and were missing them? The best answer is that the manager clearly set expectations when she trained the employee for the job. If you don’t train your people, you establish no basis for performance management. As a result, performance management in your company will be sloppy and inconsistent.
Often founders start companies with visions of elegant, beautiful product architectures that will solve so many of the nasty issues that they were forced to deal with in their previous jobs. Then, as their company becomes successful, they find that their beautiful product architecture has turned into a Frankenstein. How does this happen? As success drives the need to hire new engineers at a rapid rate, companies neglect to train the new engineers properly. As the engineers are assigned tasks, they figure out how to complete them as best they can. Often this means replicating existing facilities in the architecture, which lead to inconsistencies in the user experience, performance problems, and a general mess. And you thought training was expensive.
During a time of particularly high attrition at Netscape, I decided to read all of the exit interviews for the entire company to better understand why people quit hi-tech companies. After putting economics, aside, I found that there were two primary reasons why people quit:
- They hated their manager – generally the employees were appalled by the lack of guidance, career development and feedback they were receiving.
- They weren’t learning anything – the company wasn’t investing in the employees.
An outstanding training program can address both issues head on.
Retain AboutBI for Training
At AboutBI, we value your education experience as much as you do. It is possible to order education products and training with a Learning Credit Contract, also known as an Education Retainer. The advantage of the Retainer is a discount on the total price when paid up front. Also, bundled training events are easier to use and keep track of. For more information about this you can contact any of our representatives.