Capital Business Solutions Cover Story in May 2005 Issue of Accounting Technology

Time to Train
By Carly Lombardo

In today's tight labor market, more firms are investing in training.

New hires at Capital Business Solutions have to study Government 101 - and not-for-profit 101, as well.

They are not going back to school at a university. Newly employed consultants must take several classes, including Not-for-Profit and Government 101, that focus on reporting because Capital believes its active use of training is a big differentiating factor when competing in the not-for-profit market.

"Our consultants are on the front line, and we want them to be familiar with Capital's mission and the product line. In this business, it's all about relationships, and training helps us build trust with our customers. By becoming experts, it lets the customers know you're looking out for their best interests," says Robbie Pollock, one of three partners of the Raleigh, N.C.-based software reseller.

Pollock attributes an upsurge in the firm's profitability to its ability to increase its consultants' expertise in the not-for-profit market. In fact, the 14-person firm has seen continued growth over the last few years and has added offices in Charleston, S.C., Atlanta, Ga., and Chicago. Founded in 1998, Capital with annual revenue of $1.9 million, has been named Blackbaud's National Reseller of the Year for three straight years.

New employees usually have strong accounting and consulting backgrounds, but the firm wants to put them in touch with its marketplace. The new-hire training program is a combination of market trends, in-house training, hands-on training, and Blackbaud software certification.

The first two one-day courses are followed by eight hours of self-study. After taking another half-day class, Selling for the Non Sales Person, consultants spend a half-day shadowing a sales-person. "This helps consultants recognize sales opportunities when working with clients," says Robert Schilling.

The firm's three partners, Pollock, Schilling, and Peter Saul, continue not only to educate themselves, but also strongly support the ongoing education of their staff. They back that up with their pocketbooks: The firm allots $10,000 per year for certified consultants. There are seven currently on staff.

But training is not reserved for the professionals-all employees receive training, from the administrative person to the sales people.

"The most important aspect of training for us is to prepare our people to work with our customer base. It helps us with profitability because the more our consultants know, the more satisfied the customer is, and the more focused we are on our mission," says Pollock.

Saul teaches a course about Conflict Management, important for consultants who deal with customers that often have complex business relationships among the different users within their organizations.

"We are often putting in different systems for customers with multiple departments, and these departments didn't interact much in the past. We want to teach our consultants the best way to work with them," he says. The class also assists consultants in understanding how software features can meet clients' needs.

After completing training and achieving Blackbaud certification, new consultants are teamed with a seasoned consultant for approximately two months.

"You can only learn so much in a classroom setting. Accounting software is never the same set-up in an organization. The only way a consultant can complete training is to be out in the field," say Pollock.

Once the fieldwork is completed, the seasoned consultant fills out an evaluation form for the new consultant for the partners' review. Pollock says this process is one reason Capital has a low turnover rate.

"Although we don't have the statistics on how training affects retention, we feel providing employees with a structured learning program reduces their level of frustration," adds Pollock.

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