What are the best ways to train new hires in field service?

Effective field service training seamlessly merges theory and practice. Begin with comprehensive onboarding that covers safety protocols, company culture, and fundamental technical skills. Pair new hires with experienced mentors for on-the-job shadowing, gradually increasing their responsibilities. Leverage cutting-edge technologies like AR/VR simulations to provide immersive learning experiences. Foster continuous development through online courses and workshops. Create a supportive environment where questions are encouraged and constructive feedback is provided, empowering new hires to become confident, capable field service professionals.

A avalia??o inicial é um passo essencial para construir equipes de SSMA preparadas e alinhadas com os desafios do setor. Identificar lacunas desde o início permite personalizar treinamentos, refor?ando uma cultura de seguran?a e sustentabilidade.

Another excellent way for new field service technicians to get up to speed with the process and particulars of their role is to give them access to the completed campaigns and work orders in a system such as ServiceMax or similar. They can audit the completed concerns and start to understand pattern failures and work flow particular to the equipment they will be working with and absorb "Tribal Knowledge".

A combina??o de recursos online e offline é fundamental para capacitar equipes de SSMA em campo. Acesso rápido ao conhecimento, aliado a materiais práticos, fortalece a seguran?a operacional e impulsiona a eficiência no dia a dia.

I would agree this statement, more than any other that I have read. “DUPLICATION,” is likely the most important achievement. Pairing a new tech with a tech that has Mastered the skill, for teaching of those Master skills, from customer relations to problem solving.

I fully agree with this It shows the team’s ways and build a relationship that will allow the new starter to ask for help during troubleshooting. It also values in a way the work from the mentor.

I agree 100%. I built a network of fellow techs which shared valuable insights and techniques that helped me improve my skills much faster than had I been left to do it all on my own. I believe it’s also important to chose the ones you take advise from wisely. Look at their attitudes towards the company and customers and listen to the ones that will help you improve.

When pairing with mentors, it is the utmost importance that the mentor has the same mentality as the training manager. I find the best way to ensure that the new hires learn is that you allow them to fail a bit, as long as that doesn't question the integrity of the equipment. Your mentor must NOT step in and just do the job. New hires need to be coachable.

Dies ist meiner Meinung nach die Wichtigste Vorgehensweise. Erstmal die Betriebsabl?ufe und die Waren/Dienstleistungen kennenlernen und unterwegs im Auto kleine Fallbesprechungen dazu.

In highly technical industries, I have seen a pattern of long periods where a new FSE/FST isn't able to deliver any meaningful work outside of training. To promote a sense of importance and belonging, it is critical for companies and managers to identify tasks with the lowest barrier to entry. If those are prioritized at the beginning of training, junior FS employees can start holding small responsibilities and deliver small contributions. This not only connects employees with their mission, but it also serves to practically familiarize new employees with the company's policies, work infrastructure, logging tools, etc.

A gamifica??o traz dinamismo ao treinamento de SSMA, tornando o aprendizado mais envolvente e refor?ando comportamentos seguros. Incentivos e reconhecimento mantêm a motiva??o alta, criando um ambiente de desenvolvimento contínuo.

A colabora??o e o feedback contínuo s?o essenciais para formar equipes de SSMA mais integradas e eficazes. Promover esse ambiente fortalece a troca de conhecimentos e impulsiona a melhoria constante dos processos em campo.

O desenvolvimento contínuo em SSMA é a chave para equipes resilientes e preparadas para novos desafios. Investir em capacita??o permanente mantém as habilidades atualizadas e fortalece a cultura de seguran?a no campo.

All good points, but if you treat your FSE’s as second class citizens in the company every thing else will be a total waste of time.

The one thing I would add to this whole scenario is building powerful relationships. It's alluded to by mentorship and collaboration. However, if you as a manager are not devoting your time to their development in a direct manner you can't assume that others are doing that. You can look at all the dashboards, badges, and completed coursework in the world, but until you listen to your FSE you'll never really know. Do this by asking them about their experience of their training and confidence in doing their job.

Make sure your trainee has an understanding of the training road map, and that getting to milestones will not be a linear process. Getting trained will require a lot of flexibility on the part of the trainer and trainer.