Extension Can't Afford to Cut Corners on Training During Economically Challenging Times

Research by elearning and advanced content solutions provider, IMC (UK) Learning (Thissen, 2008), reported that 88% of the Human Resource professionals surveyed believe properly planned training can play a significant role in addressing challenges created by economic challenges. However, 57% of those questioned indicated that training is one of the first budget to be cut during economically challenging times (Thissen, 2008). Thissen (2008) concluded, that during economically challenging times more than ever it is essential to have a competent, skilled workforce.

Brady (2008) reported that the most progressive law firms recognize the while cutting training programs appears to be a quick, easy way to save money, not training associates will ultimately have a greater negative impact on a firm's bottom line. In the legal field failure to training associates results in client dissatisfaction because attorneys are ill equipped to effectively represent their clients (Brady, 2008). Brady (2008) reported that while it may appear to be counter intuitive, during difficult economic times, investing in training programs is more important than ever.

Thissen (2008) and Brady (2008) examined professional development from a general human resources standpoint and in the legal profession respectively. However, as middle managers and administrators of Texas AgriLife Extension Service it is imperative to determine if we can afford to cut corners on training during these economically challenging times. In order to determine if professional development should be targeted in cost cutting strategies middle managers and administrators the following questions;

• Is having well trained County Extension Agents more critical or less critical during economically challenging times?
  
• How will new agents become equipped to effectively identify issues, develop educational interventions to address these issues, evaluate these educational interventions and interpret the value of these interventions without a systematic training program?
• How will more tenured agents continually upgrade their skills to ensure that they have the capacity to be effective in a ever changing society?

If middle managers and administrators carefully reflect on these questions it will underscore the importance of nurturing the agencies most valuable asset-its human resources- which will have profound influence on the future overall health of Texas AgriLife Extension Service. If we cut corners on training some of the potential consequences include less effective programs. On August 31, 2009 District Extension Administrators and County Extension Directors were trained to implement a new systematic on-board system that will be utilized to on-board new agents with Texas AgriLife Extension Service. As we operationalize this systematic more sequential on-boarding process it is critical that everyone who will be involved in on-boarding understand their role and focuses these efforts to ensure effectiveness during these economically challenging times. One of the advantages of this systematic approach is that it involves various Extension professionals in the on-boarding process. The involvement of District Extension Administrators, County Extension Directors, First-Step host agents, mentors, coworkers, Specialists and Regional Program Directors certainly has great advantages in terms of mobilizing resources to address on-boarding needs. However, there is one danger of having the involvement of this many people is that on-boarding becomes "everyone's job and no-one's job".

As Texas AgriLife Extension fully implements this new systematic on-boarding system it is important that our middle managers have ownership in this process. While the Extension Foundations (formerly NEO), New Employee online modules and the Texas AgriLife Extension Service Program Excellence Academy are components of the on-boarding system that our Organizational Development Group provides leadership to, it is important that District Extension Administrators/County Extension Directors and Regional Program Directors serve as the catalyst for all on-boarding functions in the Region. The following premises must be embraced if this new on-boarding system is going to be successful;

• All members of Regional Teams are responsible for new agent on-boarding.
  
• New agent on-boarding is a sequential learning process where one event establishes the knowledge base for future learning activities that provides progressively more complex training.
• All on-boarding experiences have specific teaching points that are designed to increase knowledge, develop skills, encourage adoption of best practices or lead to the refinement of best practices.
  
• All on-boarding experiences are designed to give agents "early wins"!
  

Some of the learning components that collectively makes up the Texas AgriLife Extension Service on-boarding system includes...

• District Extension Administrator Orientation Agendas that provide core teaching points.
• Regional Program Director Orientation Agendas that provide core teaching points.
• An On-boarding continuum that provides a roadmap for on-boarding new agents.
• Online learning modules that provide agents with a introduction of Extension program management topics.
  
• Extension Foundations to replace New Employee Orientation that will provide experiential learning experience for new agents related to program development, subject matter program management, 4-H livestock project management, and reporting and accountability.
• Excellence in Programming Academy that provides new agents with in-depth experiential learning experiences related to program planning, teaching effectiveness, program implementation, and evaluation and interpretation.
  
• The Texas AgriLife Extension Service Mentoring Program.
  
• First Step.
• Extension Fundamentals letter series designed to reinforce topics covered during orientations, face to face trainings and online modules.
• Revised New Agent Self -Study Guide.

These systematic trainings are designed to provide the sequential learning experience that will enable new agents to...

1. Gain knowledge of the organization.
2. Gain knowledge of organizational processes.
3. Develop skills.
4. Adopt best practices.
5. Refine best practices.
   

Public or private organizations report that they spend as much as 150% of the employee's salary to hire another individual (Friedman, Galinsky, & Plowden, 1992). Dr. Galen Chandler (2005) estimated it could cost Extension from $7,185 to $30,000 to replace an agent who had an annual salary of $30,000. Therefore, quality time in effectively on-boarding new agents that could potentially result in increased retention should be viewed as an investment in the future of Texas AgriLife Extension Service.

References:

Brady, K. "Invest in training programs during tough economic times". The Complete Lawyer. May 17, 2008. Retrieved from http://www.thecompletelawyer.com/human-resources/invest-in-training-programs-during-tough-economic-times-3887.html

Chandler, G. D. (2005). Organizational and individual factors related to retention of county Extension agents employed by Texas Cooperative Extension. Dissertation Abstracts International, 65(12), 4432A. (UMI No. 3157047).

Friedman, D., Galinsky, E., & Plowden, V. (1992). Parental leave and productivity: Current research. New York: Families and Work Institute.

Thissen, D. "Fight recession by training". Training Press Releases. November 7, 2008. Retrieved from http://www.trainingpressreleases.com/newsstory.asp?NewsID=4041