Training across department lines

The credit department’s everyday work touches on every part of a company, from the sales team to the IT department. Naturally, when those inter-departmental bonds are strong, the work in credit can be a lot easier. Cross-training is a valuable tool that helps the credit team develop an understanding of how each department runs.

Why it matters: By learning what each department’s day-to-day workload looks like, credit can be a better partner while also building more efficient processes and an understanding of how they fit in a company’s broader operations.

“I’ve spent time sitting with several departments involved in our cross-training processes,” said Krissy Aeschbacher, credit analyst with Maverik Country Stores (Salt Lake City, UT). “Cross-training can range from a few hours to a full week, depending on the complexity. It also works both ways—I’ve led training sessions on credit processes for other teams. Understanding the full workflow and how different functions impact the credit program is incredibly valuable.”

Knowing the function and value of each department allows teams to work together to build more streamlined processes. “For example, from another department’s perspective, it might seem limiting that credit can only send statements to one email address,” Aeschbacher said. “But if they spend time cross-training with credit and see how our systems work, they’ll better understand both the capabilities and the limitations of our tools. At the same time, I may learn about features or needs from their side that I wasn’t aware of, since my perspective is primarily credit-focused. That kind of mutual understanding creates opportunities for improvement.”

Learning processes outside of the credit department helps credit managers become a stronger resource not just for their immediate team but within their companies as a whole. “It’s a value-add when you understand all aspects of the company,” said Sherry Bushman, director of credit and collections for Partners Personnel (Santa Barbara, CA). “The ability to troubleshoot and know your company’s resources gives you the advantage of being a coach and mentor for your team. The privilege to share a wealth of knowledge with others for their personal growth is a benefit for all.”

The credit process is only one segment of a larger system that cannot be optimized without a thorough understanding of each moving part. “We frequently host other department heads as guest speakers who can teach what their primary functions are in the company and anything that is pertinent for us to know that could impact our department,” Bushman said. “As we build these connections, credit may also work on a project collaborating with other departments.”

While not every company cross-trains, every department has the power to drive the initiative. “I would suggest creating opportunities for teams to connect—not just at the manager level, but across all roles,” Aeschbacher said. “Depending on the size of the organization, this could be done in smaller group settings or roundtable discussions. Giving everyone a chance to share their perspective, ask questions and discuss concerns collaboratively can help resolve many issues that stem from simple misunderstandings.” 

Conversely, other departments can learn a lot from training with the credit departments. Learning credit processes can help other departments understand the decision-making, potentially reducing conflict down the line. “In credit, we know we’re not ‘scary,’ but that perception does exist,” Aeschbacher said. “Being aware of how our role is viewed—and adjusting how we communicate accordingly—can make a big difference in building trust and strong working relationships.”

The bottom line: Every facet of a company relies on another for their day-to-day work, whether they realize it or not. Learning how each team contributes to a company’s operations helps credit managers take a step back and reassess their own processes from a new perspective.