Tips for training employees
Implement a continuing education program, create an effective AXP mentoring program and develop a robust firm procedure training program.
Letter from the editor
By Seth Anderson, AIA
One of my favorite things about the profession of architecture is the ability to engage in lifelong learning. The sheer amount of knowledge an architect must possess cannot be learned in school alone, so learning on the job is a necessity. As leaders, managers, mentors and colleagues, it’s incumbent upon us to help others continue the education of others in our profession.
For this edition of the PMKC Digest, we’ve compiled six perspectives on the methods and benefits of employee training. New graduates, employees new to the firm, keeping skills current, ensuring consistency, and reducing risk—these are all reasons for having a robust training and continuing education program in your firm, and the authors of these articles have provided some concrete ways in which any firm can implement a culture of learning and growth.
Does your firm have formalized training program? How do you approach on-the-job training for new graduates? What resources do you make available to your employees to assist them with their growth and development? We’d love to hear about it on the PMKC Discussion Group.
Features
Professional development resources can benefit your bottom line, increase staff retention
By Marc Teer, AIA
Firms are realizing that training their emerging professionals and providing the best resources for efficiency and education will enhance their bottom line, while showing that the firm cares about their professional development.
Practice, process, passion
By Nick Caravella, AIA
We've forgotten to train our staff to experience the joys that attracted us to the profession in the first place. However, creating a culture of learning addresses these issues while combatting employee turnover.
How effective risk management training can address potential indicators of risk
By Kevin J. Collins, RPLU, Associate AIA
A recent study found that firms in the acceptable/outstanding category of loss ratios demonstrated a commitment to continuing education, making sure that key principals and a large proportion of their staff attended training sessions.
Employee onboarding: Best practices
By Ann Casso, Honorary AIA
Leadership can be defined as the ability to influence, empower, and inspire others so that they in turn maximize their efforts. The process of onboarding employees, from their recruitment and orientation through to their achieving peak performance is ultimately the result of leadership. Are you that leader?
Setting up emerging professionals for licensure and success
By Korey White, AIA
There are drastically different ways architectural associates and supervisors view their contributions to career advancement and licensure. However, by bringing together various approaches of practitioners, we can move towards a more unified profession that can support itself for generations to come.
What do emerging professionals need from firms?
By Steve Cimino
Supervisors and firm principals have an opportunity to influence the career arcs of the next generation of architects by creating environments in which their emerging designers can shine. Four designers weigh in on how firms can help their employees at a critical career stage.
Further reading and resources
Contribute to the Digest
The next issue of the Practice Management Digest will investigate “Presentation strategies: Improving skills related to public presentations and client interviews.” Join the conversation and let us know if your firm has any tips or tricks for creating and delivering a successful presentation. Submission deadline is November 3rd.
We are always looking for topics that you would like to see addressed in an edition of the Digest. If you have topics related to practice management that you’d like explored or articles you would like us to consider, please contact Seth Anderson, AIA, at sanderson@ascentarch.com.