People ultimately differentiate home building
competitors. What a builder sells is the ability to convert the
knowledge, creativity and skills of his people into homes that
satisfy customers.
The sticks and bricks that make up a home
are significantly less valuable than a home that fulfills a home
buyer's dreams. The difference is the added value provided by
people, the company's core productive resource. When home buyers
select a builder, they have decided that as a total package,
the builder's team of people have the best capability of adding
value to the raw materials that go into a home.
Leveraging people assets into a profit-generating
activity is one of management's key responsibilities. When planning
for the future, management should consider organizational competencies
that need to be developed to improve the company and enable achievement
of long range visions and goals. People development is a necessary
and ongoing element of the business development process that
ultimately enhances the company's competitive advantages.
Commitment to training as a strategic tool
starts with a business decision to budget training time and expenses.
The majority of NHQ winning builders allocate 40 hours or more
per year of training for each employee.
"Mercedes University" is an integral
part of Mercedes Homes, a 1996 NHQ winner's strategic development.
In cooperation with local schools, contract trainers and their
own staff, an array of courses are available to employees and
associates. Annual education plans tightly link development of
company goals with training goals for each employee. Realtors
and trade contractors also participate in the program.
When a future vision of the company includes
stretch goals, such as adopting the Total Quality Management
philosophy, there are additional demands on training. To achieve
substantial changes in a reasonable period of time, an intensive,
collective training experience can provide a powerful catalyst.
Employees are willing to change when they have the skills and
confidence to contribute to the new culture.
A panel of 1996 Baldrige Quality Award
winners were asked what would have helped them "achieve
their level of quality sooner?" All winners responded with
one piece of advice - more training.
Over a three-month period, all Centex Washington
employees rotated attendance in a 40-hour total quality training
course. At the conclusion, employees had the knowledge and competence
to move to the next level of quality management. Ongoing training
sustains their continued development.
Creating a positive competitive business
advantage ultimately depends on people constantly improving the
company's ability to add customer value. Education and training
are necessary to bring a future vision of the company to life.
Rise above competitors selling sticks and bricks. Work smart.
Leverage training into future profits for your company.