Cross Training at Work

Benefits for business

By Erica Rascón on Jul 15, 2014 in News

Cross training has been with us for ages, though perhaps not under its formal name. In short, cross training is when an employee who was hired for one position is taught the skills needed to perform additional jobs. It occurs within the workplace naturally, especially in small businesses, yet during the recession larger companies relied on cross training to maintain or maximize output while working with a skeleton staff. The technique may have earned a permanent place in businesses of all sizes thanks to its proven benefits, though several disadvantages challenge whether cross training is sustainable.

By implementing cross training strategies in a thoroughly planned, deliberate manner (rather than out of desperation) companies can reap numerous benefits:

• Cut Overhead Costs When employees can execute multiple tasks, the company stands to decrease overhead costs associated with hiring and training new employees and reduce equipment costs.  This can be particularly helpful for start-ups and small businesses who must accomplish more with fewer capital resources.
• Increased Productivity The company won’t come to a grinding halt when a few members are away at a conference or on vacation. Supporting staff can pick up the reigns when needed, facilitating a consistent workflow that doesn’t miss a beat.
• Valuable Employees, Greater Possibilities Employees with a broad range of skills are greater assets for their companies. Their adaptability can help businesses run smoothly and contribute to the team efforts more effectively. By understanding multiple roles within the organization, employees gain a holistic understand of their organization and are thus capable of  contributing towards overarching objectives and long-term goals.
• Broader Horizons, Improved Morale Formal cross training provides the challenges that employees need to feel intellectually stimulated and engaged in the workplace. When team members feel that they can make a worthy contribution to the company, they become invested in the company’s success. Also, cross training demonstrates to the employee that the organization is willing to invest in its own members and is prepared to hone the skills of existing personnel, ultimately hiring for new positions from within.

It is possible to take cross training too far, placing an unsustainable burden on employees. Imbalanced cross training can place companies at a disadvantage:

Higher Qualifications + Stagnant Compensation = High Turnover During the recession, employees endured the stresses and demands of fulfilling multiple roles because the nation was short on alternatives. As the job market grows more robust, employees have different expectations: additional training should come with new opportunities, recognition, and other forms of compensation. Without these motivators, highly skilled employees can take their newly acquired skills elsewhere if they feel that the current company isn’t duly acknowledging their efforts.

High Stress, Higher Health Care Asking employees to wear multiple hats on a long term basis may increase stress levels. Stress-related illnesses will cost companies millions. “Seventy-five percent of health care costs are associated with chronic illness,” says APA CEO Norman B. Anderson, PhD. “What’s a key driver of chronic illnesses? Stress.”  Stress contributes to cases of high blood pressure, heart disease, diabetes, obesity, depression, anxiety and chronic fatigue.  Treating stress-related illnesses after they have developed becomes more costly than hiring the staff needed to mitigate stress.

Bottom Line Decline High stress levels may also affect your bottom line. Absenteeism may increase as employees aim to cope with or avoid workplace stress. In the worst case scenario, companies may experience high turnover, requiring frequent, costly training of new employees.  Stress-related issues may also affect interpersonal and customer relations, as prolonged stress may result in irritability, anger, and decreased productivity towards others.

End of Specialization, Limited Accountability Assembly lines grew in popularity during the 20s as companies realized the power in dividing and conquering a task. Each person or machine specialized in a distinct area. It could be mind-numbing work but it was efficient, especially on a large scale. When teams of employees are expected to fulfill multiple, sometimes overlapping roles, specialization suffers and accountability for tasks becomes less clear.

How has cross training effected your organization?