Help Employees Grow: Measures to Take Your Company to the Next Level

By Richard Voreis

I’m continuing to share guidelines for establishing employee action plans (objectives) that support the company top priorities, or goals (see related article on page 8 of the September 2019 USGlass). If your employees are held accountable, then your business will be much more successful.


As I travel around talking to glass and glazing subcontractors as well as to many other types of businesses, the biggest challenge I repeatedly see is getting skilled and experienced employees in office, shop and field positions. The building construction economy is strong and that makes addressing this need especially urgent.

In that regard, make sure you have the following training initiatives implemented within your company:

• Orientation and basic training for new employees;
• Advanced training for veteran employees; and
• Employee-specific action plans for training.

Most glass and glazing subcontractors cannot afford to have a training department or even a full-time person in charge of employee training. However, there are some viable solutions. Identifying, training and motivating talent is the single most important success factor for any company regardless of type, size, location or market focus.

On a related matter, a formal training program is often an important consideration when a young prospective employee is making a decision about joining a company. I can think of at least a dozen things you should be doing in terms of employee development and building a quality employee organization. Here are a few:

• Set up a formal in-house training program;
• Begin cross-training throughout the company. You cannot cross-train too
much in a smaller company;
• Develop training templates to improve on the job training; and
• Ask your suppliers to conduct training sessions.


With respect to establishing action plans for employees, be sure to arrive at them jointly. Don’t force yours on employees, but instead, encourage everyone to develop their own.

This basic commitment acts as a self-motivator and immediately establishes buy-in on the part of the employee. If it’s their idea, then the power of human nature will take over and the action plan will be accomplished. This is extremely important.

As a manager you can, and in some instances you should, influence and fine-tune employee action plans, but ultimately it’s best if it’s their idea rather than yours. Also, discuss each employee’s action plans with them in a face-to-face, private meeting—mutual commitment is important, too.

Richard Voreis is the founder and CEO of Consulting Collaborative in Dallas. His column appears bi-monthly. Email him at and read his blog on Wednesdays at

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