Updated May 15, 2024
Jesse stood awkwardly next to her trainer.
The trainer was ringing up customer orders. It was a busy weekday morning at the bagel shop. Jesse had just started working, there, but the trainer didn’t have much time for training.
Jesse anxiously looked over the trainer’s shoulder, trying to learn something. She felt self-conscious as customers looked at her and wondered why she wasn’t taking orders, too.
She wanted to be useful but didn’t know how.
Jesse hadn’t yet learned much. She could wipe down tables, but all the tables were clean. She could pass out orders, but there weren’t any orders to pass out at the moment.
The chance to serve finally arrived.
A customer approached and asked her a question. The awkwardness quickly returned when Jesse realized she didn’t know the answer. She had to interrupt the store manager who was also busy cashiering.
Why it’s hard to be a new employee
A 2020 report found that 31 percent of retail employees receive no training. Those who do receive training often aren’t fully trained when they begin serving customers.
Minimally trained new employees don't know how to fully do their jobs. They must constantly stop and ask questions. They lack the skills, experience, and confidence to serve customers the right way.
It’s not their fault.
Managers should be there to help. Many don’t. They feel like they’re too busy to make time for training. Helping employees like Jesse can be an afterthought.
New employees are left to fumble along.
Some eventually learn to do their jobs well. Others pick up bad habits and never realize their potential. Still others dread the feeling of awkward helplessness and quit.
It’s this place between minimal training and customer service mastery that so many employees like Jesse are needlessly lost on the learning curve.
You can prevent this by being there to help.
Four Critical Stages Along the Learning Curve
Noel Burch first identified four distinct stages along the learning curve. Each stage is marked by the learner’s skill level compared to how conscious they are of their skill level.
Stage 1: Unconscious Incompetence. Learners don’t know what they don’t know. For a new employee, this might be just prior to the start of a new job. Many are excited (and a little nervous) about working somewhere new.
Stage 2: Conscious Incompetence. Learners become aware of their limited skill level when they reach stage 2. This is usually marked by a corresponding drop in confidence. Jesse was in stage 2.
Stage 3: Conscious Competence. Learners can demonstrate the skill at a minimal level but haven’t achieved mastery. The newness and unfamiliarity of the skill makes them very self-conscious. Confidence is low to moderate.
Stage 4: Unconscious Competence. Employees reach stage 4 when they can do their jobs without really thinking about the basic procedures. Confidence is generally high.
When do new hires need the most support?
Stages 2 and 3 are dangerous times for new employees. The lack of ability and confidence convinces many new hires to quit if they don’t feel supported.
Let’s look at the four stages again with typical confidence levels for each stage:
It’s critical for trainers to offer encouragement to employees during stages 2 and 3.
Low confidence can quickly lead to disengagement if new employees don’t feel supported. Here are some critical messages that must be communicated to new employees to prevent this from happening:
Set clear expectations about how new hires can contribute.
Let them know it’s okay to make mistakes during training.
Commend them on the progress they’re making.
Proactively guide them and provide assistance.
Encourage them to stay on track.
The store manager and the trainer at Jesse’s bagel shop weren’t doing any of these things. They were both too busy serving customers to notice Jesse trying hard not to get lost.
Additional Resources
These resources will help you train your employees more effectively.
Watch the replay of this LinkedIn Live for an in-depth discussion of the learning curve.
Train your team with my Customer Service Foundations course on LinkedIn Learning. I’ve created a facilitator’s guide to help you.
Keep your team sharp with my free Customer Service Tip of the Week email.
Frequently asked questions about the learning curve
Here are some additional questions you might have.
Q: What happened to Jesse?
Jesse stuck with it and eventually became a great employee.
Q: How can I tailor my training program to accommodate different learning styles and preferences among new employees?
Contrary to popular belief, learning styles don't exist. Extensive research has busted this myth. However, customer service training is generally more effective when you adopt a multi-modal approach.
Q: Are there any specific technologies or tools recommended for streamlining the onboarding process and reducing the learning curve?
You don't need any special technology. Shorten the learning curve by first creating measurable learning objectives. Discover how to quickly create effective training programs with How to Design and Deliver Training Programs.
Q: What strategies can I employ to ensure ongoing support and guidance for new employees beyond the initial onboarding period?
Employees need less guidance once they reach the unconscious competence stage. Regular feedback and coaching can help them keep their skills sharp. Give them a good example to follow by being a role model.