This is part of our ongoing series, Interviews with Learning Leaders.
Diana Ferguson is a learning and development supervisor for Wawa Inc., a chain of nearly 700 convenience stores. Diana joined Wawa in 1986 as a customer service associate, moving up the ranks of the organization to become a training general manager for a nearly decade, assisting in training, developing, and mentoring new management associates. She spent time as a substitute regional trainer and a management trainer before finally ascending to the position of learning and development supervisor, responsible for 10 training specialists and 2 senior administrative assistants. She holds bachelor’s degrees in organizational dynamics and human performance management from Immaculata University, and a master’s in strategic leadership from Neumann University.
What are some challenges specific to retail training that you have had to overcome?
Learning transference is always a challenge. We don’t really get to see our work in action and don’t know if it was transferred with proper execution. LMS gives us the ability and indication of what has been completed, as well as other reports that we can pull for clarity. Since it is impossible to follow up with every learner, my team focused on bottom 10 stores for training completion in each of the 9 regions last year, and within 4–6 months, all regions became compliant—and most stores, as well. They called stores and followed up with emails, helping develop the GMs who were struggling and reinforcing the training behaviors, processes, and tools.
Another challenge: with almost 700 stores and 30–50 people average per store, there is a whole lot of training happening. With that being said, running the business is a priority, and training will end up needing to adapt. We are a 24-hour business, and sometimes an employee is sick and can’t make it to work. When that happens on training days, training can get put aside in order to fill the slot and get the work done. They need to keep up with business and serve the customers. So we need to be flexible in training the new employees and making sure the quality doesn’t suffer. In our stores, the GMs try to be proactive in preparation and execution of the training; when they are, there is less struggle in this area.
How do you prepare facilitators to deliver new training?
We use the train-the-trainer method. The owner of the content reviews the new training with the training specialists and asks for input on content in an informal setting. The training specialist then has an opportunity to see the content owner present the material to a live audience; if not live, then the owner presents to them live. The training specialist will then deliver the presentation to a live audience with the owner’s feedback on their delivery, timing, etc.
For someone new to being a trainer, we follow the same process. I build a three-month schedule for them where they have time to practice what they are teaching until they are comfortable on their own. I have also used the train-the-trainer method, wherein the trainer observes, then co-facilitates, and then the tenured trainer observes and provides feedback. We don’t always get an option of all three steps, and in that case, they observe and then facilitate with feedback. They have a chance to review the content prior and ask questions. If it is something that they are unfamiliar with that they’ll be teaching, they should have hands-on first so that they can speak from practical experience.
Can you tell us about a training initiative that succeeded at improving performance?
One that stands out is when we rolled out roll baking in 2013 to all our stores. We had ovens installed in all our training facilities so we could train in our campuses, and my teams of trainers were trained with the equipment and product in preparation for the rollout. We worked closely with marketing, and I built a schedule around the store install dates I was provided with by our marketing and construction departments. We trained management personnel in five states in a three-hour session—two sessions per day—and even baked bread so they could try the product. The management then went back and trained their store associates.
From a content perspective, it was very good, and the designer kept up with all changes. There were a lot of other changes along the way due to product changes, equipment changes, and schedule changes. This meant a lot of communication from all partners was necessary, and as a result, fortunately the partners were all in. If a store date was moved or changed due to permit red tape, we added them to another class that was close to their new install date. The trainers did an excellent job executing the training plan, and corporate had someone in charge of the communication to everyone, who was always available and always on point, and it made a big difference as a result.
Are there any lessons you learned the hard way?
As a leader, model the behavior you expect from your team and take care of your team as individuals first and as a team. Understand what each team member needs, and balance yourself as necessary. Build a safe environment for them to be able to release, and know that you are on their side. Be honest and open, and provide feedback on the soft skills as much as you provide feedback on the tasks. Do regular check-ins and do what you say you will do.
Be genuine, and don’t try to be someone or something you think they want. I have learned this from trial and error, and from changing my methods and processes.
As a facilitator, always practice beforehand and be comfortable with the content and presentation that you are teaching. Do your homework so that when you facilitate, you are speaking from experience and can answer questions and provide guidance. I have done presentations on the fly when a trainer was needed quickly, and it is not right or fair to the learner.
What advice would you give to someone wanting to break into the learning and development industry?
Don’t expect to always see the full results of the work that you do, as it is a small part of a bigger developmental picture. Know that the work you do is appreciated by many, even though it is not always evident. Try to see things from the perspective of the learner, and the challenges that may exist in the transfer of learning. Seek new ways to engage the audience and make learning fun. As a team leader, be honest and supportive, provide short- and long-term goals, create an environment of sharing and caring, be there when your team needs you, and be engaged in listening.
Topics: Interviews with Learning Leaders