18
Certifying Proficiency: The Fundamentals of a Product Proficiency Certification Program
You have put a lot of effort into creating an effective training program. Now, you may need an official verification that an individual can use your product. You can do this with a certification program. Your need for a certification program may be customer driven, but often the need is driven by a desire to identify resellers or end users that are trained in how to perform specific functions with a product. Certification may exist to verify a number of skills. One may confirm that a person is able to specify or design, while another may declare one competent to install or merely use a product.
Because people change occupations much more frequently today than they did 40 years ago, certification is a popular way of putting the responsibility to educate users on the manufacturer of the product. Manufacturers offer proficiency certification programs to individuals who have completed certain requirements that demonstrate competency in a product or a proprietary solution or technology.
This chapter does not offer a legal definition of certification nor does it legally define the requirements. However, there are some general concepts that one should understand before creating a certification program. As with any program that is contractual or officially represents your company, get the advice of your corporate legal team. Another good resource is Judith Hale’s book on the subject, Performance‐Based Certification.1
What Is Product Proficiency Certification?
Since product proficiency certification is a specific type of certification, one must first understand the definition of certification in general.
Certification is the act of certifying, or having certified, someone. To certify someone is to say officially that he or she has met certain standards or requirements. Look at the important words in the definition of certification.
- Officially. Using the word “certify” means that your company officially recognizes that word. Do not use it unless you have the permission and authority to define it properly.
- Has met. You must have a way of knowing that individuals have met the requirements. Delivering a presentation rarely provides the opportunity to verify that someone has met the minimum requirements.
- Certain requirements. You must define what the requirements are and they must be consistent.
As you can see, a certification course differs from a certificate course in several important areas. The most important one is that a certificate acknowledges the completion of a course or training process. Certification, on the other hand, signifies that one is able to perform a task at a minimum standard. Perhaps the most common certification is a driver’s license. Most agencies require both a written exam (cognizance) and a driving exam (competence). When you pass both exams and the government awards you a driving certification, it does not mean that you are as experienced as other drivers are. It does mean that you have met the minimum standards to perform your new job: driving.
The term product certification by itself can be confusing. Due to increased globalization, most manufacturers are required to meet certain standards set by various industry and international organizations. These specification certifications control how companies manufacture certain products. They verify that a product does what it claims to do or that it meets minimum standards of operation. To differentiate between individual certification and merchandise certification, I prefer to use the term product proficiency certification, which is a certification that officially verifies that an individual can perform specific functions with a product.
In addition to the important words previously mentioned, product proficiency certification gets more precise with the general requirements.
- Proficiency (to do). This certification means that the holder knows how to do something with your equipment. Make sure that action is well defined. It should be, if you created your objectives correctly.
- Individual. Only individuals can be proficient in anything. This is one of the major distinctions between product certification and product proficiency certification.
When Do You Need a Certification Program?
Once one understands the meaning of the word certification, it is easier to determine what products warrant a certification program. The primary question one must ask is “Will our students benefit from a program that confirms that they know how to do something with our product?”
When Is a Certificate Program Sufficient?
Not all products need a certification program. It is much better to create a solid training program with measurable results than it is to risk the harm of an improperly managed certification program. Consider some of the benefits of a certificate‐only program.
- Faster, cheaper, and easier to implement. Certificate programs are generally faster and easier to implement, since they don’t have the weighty requirements that certification programs do. Do not confuse this to mean they are less effective or easier to design or complete. A PhD is, in essence, a certificate program—and it is not easy to design, implement, or complete! Thankfully, most product training programs are not at that level.
- It may meet all your requirements. It is very important to distinguish the difference between the need for an education program and the need for certification. The need for education on the product is not, by itself, an indicator that certification is needed. You may do well to consider offering an educational process first, until you can work out the full requirements of a certification program. In the process, you may find that a training certificate is sufficient. Even if you do not, the foundation of the certification program is often the preliminary education the students receive. Setting aside other factors and concentrating on creating a solid curriculum will improve your certification program when you do launch it.
Landing on the decision to create a certificate course instead of a certification program may be the best decision for you and your company. It is much easier to move from a certificate learning platform toward a certification program than it is to repeal a poorly or hastily designed business plan. If the education is needed quickly, get the learning out without sacrificing the future in so doing. Do not call it certification until it truly is.
Why You Should Consider a Certification Program
Now that we have eliminated the reasons for not choosing certification, look at a few of the many good reasons to choose certification.
If the Product Is Complex
While products are making life easier and more convenient, many are increasing in their complexity. More and more products manufactured today involve multiple fields of knowledge. The days of separating out mechanical products from electronic products are gone. Add in software and industry‐specific technology and the complexities are compounded.
As products become more complicated, a comprehensive learning plan becomes more important. Experts can no longer rely on the general knowledge expectations of a particular field of study or industry. As products interlink more of the major branches of engineering, individuals who are outside of the formal education setting are gaining a broader knowledge of technology while losing the mastery of specific areas. Many technicians are continuing their learning in the workplace and focusing their learning on specific products—products that often incorporate multiple engineering disciplines. The learning developed for these individuals must take into consideration multiple backgrounds and a variety of competencies. Certifying that an individual is proficient in the product is often the only way to verify that they are capable and prepared to do their job.
A product can be simple to use, yet be technically sophisticated and complex. Making things easier to use is a big business in the technology world. However, ease of use does not come easily. A well‐designed graphical user interface (GUI) took a longer time and was more difficult to develop than one that is more complicated to use. Another challenge is that the easier a product is to use, the faster that product changes. And the faster a product changes, the less loyal the customer is. Changes produce disloyalty because of a perceived lack of knowledge on the “new” product. Humans are most loyal to what they know or think they know. Product proficiency certifications are a great way to increase loyalty by building on past learning and tying what one knows from the past to the new product. Product proficiency certification can create a learning cycle that the certified individual will not want to break.
While products may be complex, certification programs do not need to be. Their main requirement is to verify that a student can demonstrate proficiency in the objectives of the certification course.
If Your Product Is Unique
Some products may be less complicated but are unique or new to the marketplace. They are often a good candidate for certification programs as well.
A product is not unique simply because it has unique features or specifications. However, if your product differs fundamentally from other competitive products, then it is unlikely anyone will be able to learn about your product from a different source.
Products That Are New to the Market
There are differences from products that are unique and those that are new. Products that are new—that incorporate new technologies or are otherwise at the front end of the product evolution phase—often change frequently. The main benefit of a certification program in these cases is that certification requires keeping current with the changes.
When the Go‐to‐Market Strategy Is Indirect or Complex
Just as products are more complex in their designs, they also go to market in a variety of business structures. The path a product takes from the manufacturer to end user can be complicated. It is often necessary to engage third parties to help us get our products to the marketplace. These third parties go by many different names, including value‐added resellers, dealers, system integrators, distributors, manufacturing representatives, and others. Your industry may have its own name for the third parties you use, and the competencies they need in order to sell your products may vary.
Most resellers sell more than just your product. This should not worry you. A reseller’s diversity of products represents an opportunity for trainers. People sell more of what they know better. If you can get your partners to understand your product better than they understand the competition’s product, you will have an advantage. They will naturally lead with what is on the top of their mind, with the product in which they have the most proficiency.
Several years ago, I needed to buy an inexpensive, used car. I went to my friend, Doug, who owns a used car lot. I gave him my budget limits and asked him for advice. I had narrowed my options down to two cars on his lot that looked similar and had a comparable price tag. His response has helped to formulate my approach to customer training. He very quickly gave me the rundown on vehicle A. Much of what he said was neutral or even negative. It is true; there are a few honest used car salesmen out there! He gave me a list of things that could go wrong at different mileage points along the way. Normal things, things that one would expect on a used car. For example, I probably had another 60,000 miles before the transmission would need to be changed. The alternator, the timing belt, the gas pump, and even the A/C blower all had their scrutiny by my friend, who is as good a mechanic as he is a used car salesman. Then we moved on to vehicle B. Nothing. I pried for more information, but he had nothing more to give me. I was beginning to think there was nothing wrong with vehicle B and that I had found my next car when he completely surprised me by suggesting I buy vehicle A. “After everything you’ve told me, it’s going to need done to it?” I asked. “Yes,” he replied, “because I know that car like the back of my hand. I can work on it blindfolded. The other car could be great, but I don’t know enough about it to sell it to you with confidence.”
I have used this example dozens of times in seminars and effective training courses because it demonstrates an individual selling what they know better. If your go‐to‐market strategy is dependent on people who can choose between your product and a different one, training them effectively is not merely a matter of helping them identify opportunities or reducing their lead‐to‐sale time. It is likely a matter of whether they sell your product at all.
Of course, this applies to your own direct sales force as well. The principle remains the same. Even your own sales representatives will sell more if they understand your product better. There are many resources on direct sales training, and most companies understand that correlation with their own workforce. However, if it is true of employees who can only make money by selling your product, how much more true it is of a salesperson who could also make money selling a competitor’s product.
Internal and external salespersons may require different training needs. A certificate program may suffice for one, while a certification program may better fit the needs of the other. A new‐hire training program is often a certificate program. Employees who sell only one product line have the opportunity to improve their knowledge on a regular basis. Having a benchmark of what they are able to do (i.e., sell) is less important because companies have the ability to encourage that, lest they lose their privilege of employment. Sending them back to a certification program after several years of selling the same product may be unnecessary.
However, a certification program is often very effective with resellers. Manufacturers rarely have direct visibility to a reseller’s sales tactics or internal talent development programs and may not even know their turnover ratio. A certification program offers a great opportunity to keep resellers up‐to‐date on your products. You cannot terminate another company’s employee. However, as long as good certification rules and practices are used, you can determine that a third party employee no longer meets the requirements for certification. The goal, of course, is a positive one: to keep resellers more competent with your products than any other products in the marketplace.
If It Involves More Than One Party to Integrate
Many manufactured products are not just widgets sold directly to the end user. Most of the companies I have worked for manufacture complex products that require integration into other products, systems, or large infrastructures. Teams of people, ranging from high‐level executives to blue‐collar installers or tradesmen, may be required for successful implementation. In between are designers, architects, engineers, technicians, and others that require differing levels of knowledge on the product that is so important to us. Knowing that they have demonstrated an ability to complete their portion of the job has a myriad of benefits. Costs can decrease, while productivity, quality, and safety increase.
Whether the target audience of your certification program is pre‐sales or post‐sales, the value is in increased sales. Do not focus on the decision‐makers and forget about the influencers. The more complex the product is, the more likely the decision to purchase was made in a cubicle, not an office. Someone wearing a suit may have signed the deal, but it was likely a technical expert who made—or at least strongly influenced—the decision. I have seen product sales increase from the thousands to the millions simply by educating the technical staff. All good managers and executives listen to their technical staff and allow their input on what will or will not work. When all else is equal, those experts will influence toward the product that they understand best. As an expert yourself, you have likely experienced this and are in the best position to influence this focus in your own company. Leaving experts out of the education loop can be detrimental to the future of any product.
If There Are Standards That Must Be Met
The Merriam‐Webster Dictionary lists many definitions for the word standard. Addressed here is an accepted and expected requirement in your company or in a particular industry.
If There Are Industry or Company Standards That Must Be Met
Some broader industries expect or require individuals or companies to meet a defined set of guidelines. Experts refer to those guidelines as an industry standard. Of course, many government and municipal regulations are required for some products. I am not an expert on all of those and do not address those in this section. Referenced here are those requirements that either the general public or the industry leaders have determined are what “the good companies do.” You do not want to be the company that does not live up to those standards.
Often, there are no industry standards to guide our training. A product or technology may be too new or so unique that the marketplace has yet to define any requirements. Some industries may be too secretive or even hostile toward the idea of collaborating on a standard. Even so, you or your company may create certain requirements or standards that sales or technical people are required to follow. This may include required experience in the field or outside education or certification. It may only consist of successfully completing a product training program or any combination of all of the previously mentioned.
When Quality Standards Must Be Verified
When the quality of the desired results requires control, a certification program may be helpful. It may be that your company wants to control certain tasks. It may be that your company wants to exceed the accepted industry standards. Certification may be beneficial in these circumstances.
As mentioned earlier, the way a product goes from production into the hands of the end user can involve multiple parties. If you or your company owns the product, those interdependencies are crucial cogs in a complex gear mechanism. If one party does not do their job well, it will affect the success of another party down the chain. Getting it right is not merely helpful, it is critical. If a product is incorrectly manufactured, it may mean that even the most qualified installer will not be able to install it properly. Likewise, if a well‐manufactured device is not installed properly, even the best training may be futile in increasing its proper usage.
Take some time to write down all of the individuals that touch your product. What do those individuals need to be able to do in order to demonstrate proficiency in your product? If they do not execute that task well, what influence does it have on the individual next in line? If one’s ability to perform is both critical and measurable, you may have a strong case for a product proficiency certification program.
If the Product or Technology Changes Regularly
One of the benefits of a certification program is the incorporation of a continuous learning cycle. While an individual generally only gets a degree or certificate once, a certification requires an individual to maintain their knowledge on a particular topic. This concept fits perfectly in a technology setting that changes frequently. Whether it is a new version of a software program, a redesigned machine, or an innovative approach to using an old technology, companies are always finding new ways to increase their influence or grow their business. As technology gets faster and smarter, it also gets more complex. A flashlight is no longer just a flashlight. It includes a GPS device, which is also a calendar, a game, a camera, an internet browser, and, oh yes, a phone. Even commercial farmers today are required to keep up to date on technologies that keep them profitable and sustainable.
Large software companies like Microsoft™ have done well at basing their certification on levels of change. If you need help with a current version of software, you will not be impressed with a technician who has a Windows 95 certification. If your product, or the technology your product uses, changes regularly, it may be beneficial to incorporate a certification program to ensure those tasked with creating, writing, designing, installing, configuring, or simply consuming are aware of, and proficient in, the latest changes.
If Misuse Could Cause a Safety Issue
Finally, consider whether any of those who touch your product on its way to market could easily misuse it. If a salesperson can easily sell your product to the wrong person or the installer creates havoc by installing it incorrectly, a proficiency certification program may help to ensure your product is used correctly. However, a certification program is not a guarantee of proper usage. Trainees may still misuse your product, either intentionally or accidentally. It is rarely a good idea to create a certification program out of fear, though it is necessary to be proactive. Product proficiency is a better offense than defense. The ultimate goal is still to increase sales.
The Requirements of Product Proficiency Certification
To have a legitimate certification program, there are several requirements. The requirements have been consolidated here into three groupings: proof of authenticity, proof of conformity, and proof of impartiality (Figure 18.1).
Figure 18.1 Three requirements for certification.
Proof of Authenticity
If you offer a certification to an individual, your company is officially recognizing that certification. Make sure that it is credible and authentic. Be certain that your certification does what it says it does and back it with the full support of your company or organization.
Board of Decision‐Makers
A certification requires that you clearly define who has the authority to make changes to the program. In product proficiency programs, you should generally define this at the program level, not the departmental level. If your training department offers multiple certification programs, there may be different decision‐makers for each program. Keep the list as short as possible but long enough to get the necessary input to make the program authentic. You may choose to include someone from product management, engineering, sales, or any area that includes stakeholders.
It is best if the instructor is not on the board, but some circumstances may render that impractical. The goal is to remove the responsibility of determining the criteria for certification from the instructor. The value in having a board of decision‐makers is that it broadens the authority beyond one person or department and creates a backup for tough decisions and unforeseen deviations.
Curriculum and Program Acceptance
You should designate a diverse group of individuals to serve as approvers of the curriculum and the program. This may include all or most of the board members, but likely includes a few others as well. This one‐time sign‐off helps to generate agreement and endorsement from various individuals or departments in the company. Soliciting a marketing individual, a product management individual, a salesperson, and so on, helps to ensure that you don’t exclude important details.
Proof of Conformity
Students must conform to the standards set as the minimum level required for certification.
Education or Experience
Most programs require some sort of educational process. This includes both prerequisites and any training particular to the certification. For example, you may require a formal degree, or a certain number of years of experience, as a prerequisite. Clearly define what that minimum requirement is. If the training associated is not a requirement, or you will substitute the training with a degree or experience, be certain that you have documented what is and what is not acceptable.
Exam and/or Proficiency Assessment
Most proficiency certifications require two assessments, one of a recipient’s general knowledge and one of their demonstrated skills. Vet the questions well and seek additional help as needed. The completion of an exam, or at least a particular task, is usually required for certification.
Code of Conduct
In her book, Performance‐Based Certification, Dr Hale points out that it is typical for corporations to include a code of conduct requirement in their certification programs.3 This is helpful if your certification grants authorization to perform certain tasks. Your driver’s license not only indicates an ability to drive but also grants permission to do so. The authorities can revoke your license if you violate the driving code of conduct. In the same way, you must be able to nullify a product proficiency certification if a student fails to live up to a minimum standard. Make the agreement clear to all participants. Retracting a certification should be rare, but you must have the right and process to do so. For example, if a certified individual takes a position with a competitor and uses their certification to harm your company, you should have the right to withdraw their certification. However, you will only be able to do that if they have signed a code of conduct.
Figure 18.2 shows what a code of conduct could look like. Your legal team must write one specifically for your company and circumstances.
Figure 18.2 Sample code of conduct.
Recertification or Maintenance
One of the main areas that distinguishes a certificate program from a certification one is the expiration of the certification. Most technical certifications expire after a set duration. That time varies depending on how quickly the awarding organization expects the technology to change. Some companies base the certifications on versions of the technology or software. Product proficiency certification can use either a time‐based expiration or a version‐based expiration.
Both a time‐based and a version‐based certification have expirations, so both require renewal. There are two common ways to renew or continue that certification.
- Recertification. Recertification is a specific process students must go through in order to renew their current certification. Sometimes, recertification is as simple as retaking the class or exam. Other times, recertification may require a separate class and a different exam. Usually, companies or organizations grant recertification for the same duration as the original certification.
- Some products may go for long periods without a change or have multiple versions in use at the same time. In these cases, companies may prefer a version‐based certification program. Their “expiration” may simply be when a version becomes obsolete.
- Maintenance. Maintenance certification requires that the holder fulfills certain requirements in order to continue extending their certification. These are typically in the form of continuing education credits, but one can adjust the requirements to fit specific needs. For example, one could require a certain number of projects to be completed or a minimum number of hours in the field in order to extend certification.
Instructor Certification Process
One important step often overlooked in a product proficiency certification program is the certification of the instructors. If anyone can teach a certification class, you may not have a true certification program.
The authority to designate this process belongs to the board of decision‐makers. It is helpful, however, to offer a proven process for them to approve. The following is a sample process. You can use the steps in many product environments, though you may need to adjust the details to fit your needs.
- Instructor product certification. The instructor should first obtain certification by at least the same standards and requirements of any student.
- Instructor training. Since being a product expert and a training expert require two different skillsets, instructors should also go through training on how to teach proficiency effectively.
- Teach or co‐teach. This process may require multiple iterations. Never send the instructor out to teach alone the first time. Using a coach or someone who is already certified strengthens the program and increases its credibility.
- Sign‐off. Once the instructor is ready to teach on their own, designated approvers who have attended the class and observed the instructor should sign‐off on his or her ability to instruct the class. Those will likely include someone who is already certified or otherwise known as a product expert and someone who is a training expert.
- Maintenance. Because this is a certification, it is usually best to require the instructors to teach the class a minimum amount of times in order to maintain their certification. They cannot improve their proficiency if they don’t do it!
Proof of Impartiality
The third important requirement of product proficiency certification is proof of impartiality. This does not refer to being impartial to the products—the certification is specific (and, therefore, partial) to your products—but rather to being fair and making the rules and requirements the same for all customers.
Three major logistical efforts will help you to remain impartial and fair. Those three are the selection process and available opportunities of the program, the administration and traceability of the program, and the deviations and exceptions of the program. Proving impartiality requires thorough documentation and strict adherence to it.
Selection and Opportunity
If you plan to allow only a certain number of people through the program or otherwise plan to limit the opportunity to become certified, make certain that you document your decision process. Your selection process should be fair and legal. Always consult your legal department and get their approval that your selection process does not discriminate in any way.
Administration and Traceability
You must be able to track all students who are in a certification program. The tool you will use to do this will vary, depending on the number of students and products. Often, network security requirements force product trainers to use a different learning management system (LMS) than the corporate LMS, since many of the students may be customers, not employees. Regardless of the system you use, the key is to be able to determine an individual’s status in the program quickly and correctly.
Track both the student information and the course revision information. You want to know what revision of the course the student went through, not just that they went through a course. This can be helpful when you teach a course that goes through multiple revisions.
Exceptions and Deviations
No matter how thoroughly you design your program, you will run into exceptions. No matter how much time you put into it, someone will always seek a legitimate deviation from the rules. You can be ready for it.
One of the jobs of the certification board is to review exceptions and deviations. This takes the responsibility away from the instructor and puts it in the hands of multiple individuals. The process should be simple and clear. Make sure you follow the process, even when the outcome is obvious. Document the decision in order to facilitate similar decisions in the future.
Documenting the Certification Program
Documentation is important for any training program. It helps maintain consistency and provides a framework for continuous improvement. Certification programs require documentation that is more extensive. Whenever the words “official” or “legal” are involved, it is important to keep excellent records and maintain clear processes and policies.
There are many ways to document a product proficiency certification program. Following is one way, but if you already have a documentation process that works, stick with it and be consistent. Your process should be easy enough to maintain but detailed enough to provide the necessary information. Create one complete document that outlines each certification program you offer. This document can reference any process or procedure documented separately.
Certification Program Document
The certification program document should include documentation of any policies that are specific to this program. If a policy is not universal but applies to more than one program, you may choose whether to include it.
- Prerequisites and student selection and exclusion. Clearly define who the program is for and who, if anyone, you will not allow into the certification program (i.e., competitors). Include the prerequisites for training and any related policies specific to this program, such as cancelation policies.
- Course requirements and delivery. State the main objectives of the course and the benefits of certification. You should also include the length of the course and any accreditation it may include.
- Validation and continuation. Document whether students are required to maintain their certification or renew it. Document what those requirements are and what the examination requirements are. This is also a good place to define who can sign the certificates and any other continuation or validation topics.
- Code of conduct. Define the code of conduct requirements. Since the code of conduct is usually short, it may be a good idea to include it in the program document even if the code of conduct doesn’t change from one program to another.
- Board of directors. List who the individuals on the board of governance are and what the selection requirements are. Note their responsibilities in regard to the program.
- Pricing and value. List how you will determine the price for the class (if applicable) and what (if any) known exceptions you will make. In more mature programs, you may want to list what the budget or revenue expectations are as well.
- Other specific documents. All product certification programs are unique, as are companies and circumstances. There may be policies that are unique to your industry, country, or company. There may be documents regarding equipment or simulation processes. Add them to this list so that you have a complete checkoff of all documentation required. Delete any of the aforementioned that do not apply to your situation.
Process Documents
Separate from the individual program document are the documents that detail how to do the many functions related to each policy. Since these tasks usually do not change from certification to certification, document them separately. Most of them likely already exist.
Listed here are a few that are unique to certification. As with the policy documents, there are likely others unique to your situation. Use a checkoff list like the example list in Table 18.1 to verify that you have the necessary documents for your certification program.
Table 18.1 Certification documentation.
| ✓ | Certification program (one document) | Things to document | Related processes (separate documents) | Document how‐to | ✓ |
| ❍ | Prerequisites and student selection and preclusion |
|
Registration, payment, and logistics |
|
❍ |
| ❍ | Course requirements and delivery |
|
Curriculum revision and approval |
|
❍ |
| ❍ | Validation and continuation |
|
Instructor certification |
|
❍ |
| Reports, evaluations |
|
❍ | |||
| Examination, certificates, badges, notifications, and so on |
|
❍ | |||
| ❍ | Code of conduct | Code of conduct | Code of conduct violation | Report and address violations | ❍ |
| ❍ | Board of directors |
|
Selection of board | Select board members | ❍ |
| ❍ | Pricing |
|
Quotes, discounts |
|
❍ |
| ❍ | Other | ❍ | |||
| ❍ | Other | ❍ |
Conclusion
Product proficiency certification programs are a great way to increase the loyalty, the quality, and the reputation of your product. If you choose to create such a program, make sure you design it correctly. Though your job may not be to create the program, you will likely assist those who do. Knowing what the requirements are can help you to avoid problems and promote a program that is defensible, profitable, and effective.
Making It Practical
Certification must be taken seriously. It is a powerful tool when used and documented correctly.
- What three proofs are required for a certification program?
- Describe the difference between a recertification and a maintenance certification program.
- What process should be in place to certify the instructor of a certification course?
Before you read Chapter 19, “Managing the Details: The Effective Administration of Hands‐on Learning,” answer these two questions.
- What three things does any company want to keep track of in regard to training?
- In your own words, why is it important to follow up with trainees?