Focus Magazine - Fall 2011 - 13

GUEST EDITOR Dawn Epstein

Field-Based Training:
Developing Future Leaders

L
Providing opportunities to apply new skills enhances
development and fosters relationships

ike all sales organizations, biotech, pharmaceutical, diagnostics and other healthcare companies are facing a number of challenges in the current economic climate. e need to prepare our sales teams for success, develop future leaders and increase employee engagement is paramount. As training professionals, we are charged with accomplishing this with decreasing budgets, fewer resources and less time available for instructor-led classroom training. Many of us are utilizing distance learning strategies, taking content that was once delivered in the classroom and repurposing it for self-paced, eld-based learning. Our challenge then is not in the delivery of the content, but rather in ensuring that the quality of the learning is maintained when transitioning from the classroom to the eld. So, how do we provide feedback and coaching for eld-based learning and application, as well as maintain and increase employee engagement? One approach in use today is leveraging eldbased resources to assist learners in the application, practice and verbalization of the new knowledge. Many of our organizations have implemented eld-based trainers who, in addition to their sales roles, will serve to provide the support for eld-based learning. With the continued increase in the quantity of eld-based learning, the time commitment from eld-based trainers to the training function is increasing, resulting in a decrease in time spent in their selling e orts. at causes additional stress and potentially decreases their levels of engagement. One potential solution is to engage participants in your leadership development program

to support eld-based trainers. While formal training to provide feedback and coaching is a foundation of programs designed to develop future leaders, o entimes participants don’t yet have managerial responsibilities or direct reports and lack opportunities to utilize new skills in the eld. Providing them with opportunities to apply these new skills enhances their development and fosters relationships. Because these individuals are preparing for leadership roles, it’s also critical to set expectations and accountability. Developing the ability to identify gaps, to propose a plan to close those gaps and to coach and develop others through that plan will be important skillsets as they move into leadership roles. Implementing this strategy checks two important points o the training checklist: It achieves the objective of ensuring that the quality of eld-based learning is maintained and it provides “on the job” experiential learning opportunities for future leaders. is commitment to the development of both levels of professionals should in turn enhance their engagement as both learner and leader bene t from the coaching, the feedback and the relationships. With these goals and bene ts in mind, eldbased training can be the ultimate win-win-win for any organization. e training supports both the sales rep and his/her clients, and the organization bene ts from a more engaged workforce and leaders who have rst-hand understanding of the needs of a crucial component of the business. Any time training can impact a client at the same time it addresses current and future needs, consider the job well done. I

Dawn Epstein is the director of worldwide training and development for Ortho Clinical Diagnostics, a Johnson & Johnson company. Dawn has spent 11 years at Ortho Clinical Diagnostics, including serving as account manager, sales manager and regional and worldwide training manager. Previously, Dawn earned licensure as a clinical laboratory scientist and worked for a number of years in hospital labs.

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Focus Magazine - Fall 2011

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