What: Launched a Lunch-n-Learn program

Results: Enhanced employees' com-munication and interpersonal skills. Reduced turnover as well as hiring and training costs.

A few years ago, Donald A. Deems III, DDS, FAGD, hired a consultant to make systems improvements at his dental office. The consultant identified and corrected inconsistencies in procedures and trained staff members so that the office could more effectively track patients, ensure that patients were being contacted at check-up time, and handle new client phone calls and follow-up, among other things.

"I was looking for a way to develop my staff more. We had originally taken the approach that the majority of problems that my business had were systems problems," he says. "We brought in a consultant to iron out inconsistencies in what we did, and everyone was trained on the same page."

That process made the dental office more efficient, but Deems thought there was even more room for improvement. So, he tried another approach: personal and professional development. "For us to develop as a team, we needed to develop as individuals," he explains.

As a result, Deems launched an ongoing Lunch-n-Learn program to help employees polish their technology, stress management, and communication skills. Not only is the program popular with his five staff members, it also earned kudos from the American Psychological Association, which presented the business with a Psychologically Healthy Workplace Award: Best Practices Honors in 2004.

Something to Sink Your Teeth Into

Deems, who is also a professional coach, says the Lunch-n-Learn meetings provide a valuable opportunity for personal and professional development. When the program was launched about four years ago, he asked employees what topics they would like covered. In addition to meetings on technology, stress management, and communication, Deems has led sessions on leadership, listening skills, and writing a life mission statement.

Initially, the 1-hour meetings were held once every other week, and Deems led each of them. Currently, the office holds Lunch-n-Learns once a month--due only to a dwindling list of available topics, not a lack of interest. Now staff members each take a turn leading a session. Deems leads the remaining sessions.

Employees usually bring their own lunch to the meetings, but Deems sometimes buys the meal. He (or one of his employees) usually talks on a particular topic or gives a PowerPoint® presentation while everyone else eats, and then they participate in a group discussion. Depending on the topic, the format varies. For example, Deems sometimes accesses a website to demonstrate a point or simply provides a set of questions for discussion.

Deems says the Lunch-n-Learn program has helped his staff communicate better at work and at home. At work, employees are more satisfied in their jobs, are more productive and effective, get along better with their co-workers, and have lower stress levels.

In addition, he credits the program with curbing turnover at his office. Since implementing the Lunch-n-Learn meetings, only two employees have left the office, and neither departure was related to job satisfaction, Deems says. Lower turnover has translated to reduced hiring and training costs, he says.

A Taste of Success

Lunch-n-Learns can be an effective way to build a stronger workforce and demonstrate commitment to employee growth. "It can be a very productive mechanism for growing the employee, as well as developing a partnership in the company," Deems says. "It's very cost effective, and people get a lot out of it."

He recommends the following steps to help ensure success:

• Assess the "emotional tone" of your workplace. If a lot of employees are unsatisfied, or if they don't feel that they're being properly acknowledged or listened to, then you might want to consider offering a Lunch-n-Learn program to give them the skills they need to grow, he says.
• Get buy-in from the top. Management should express its commitment to support the program.
• Identify existing resources. "See what kind of resources you already have in the company that you can utilize," Deems says. For example, consider whether you have any in-house subject-matter experts who could lead one or more session.
• Ask employees what they want to learn. "See what people are really interested in learning about," he recommends.
• Match it all up. Select the topics you can cover, given employees' interests and available resources.
• Look for continual improvement. Initially, Deems recommends reviewing your program after 6 months to assess what's working and what's not. Going forward, he says you should conduct reviews at least annually.