7 Reasons Why Training Doesn't Produce the Desired Results and What You Can Do To
Seven Reasons Why Training Doesn't Produce the Desired Results and What You Can Do To Improve Your Results
Overview Abraham Maslow said, "If the only tool you have is a hammer, every problem looks like a nail." As managers, leaders and change agents, we want to improve our organizational performance. Often training is seen as an important tool in this pursuit. Training is a fabulous tool! It can provide awareness, knowledge, skills and maybe even a chance to practice. However, all of our change efforts aren't nails, so training isn't our only tool. This special report identifies seven common reasons why training doesn't meet it's goals - even when it is the right tool - and more importantly - gives you some action steps to avoid these pitfalls.
The "Who's Accountable?" Game People rarely are held accountable for using what they learned in a course or workshop when they get back to the workplace. So some people recognize going to training as a game. That's why training is seldom seen (by anyone in the organization) as what it could and should be - a strategic part of the business, with responsibility for performance enhancement. Regardless of how training is viewed, if people aren't held accountable, how likely is it that real performance change will occur? All of the actions below will make accountability clear.
What You Can Do
? Give people a clear message before participating in training what the expectations of them will be when they return. ? Plan some time with the participant both before and after the training session. ? Let participants know before they attend that an action plan is expected as a result of the training session. (Then be interested in the outcome.) ? Ask participants how you can help them reach their new performance goals.
The Cafeteria Cause - "Course du Jour" Often training has no connection to the strategic objectives of the organization. Whether true or not, the prevalent perception in the organization is that there is no rhyme or reason to the latest training course. This cause is called "Course du Jour" because often organizations offer new training just like some people try new diets. New business books (and accompanying "hot" new training topics) are published with the frequency of new diet plans - and the similarities continue! With the fad popular diets, people hear about the new approach, buy the book, get excited, try the diet, and soon leave it - usually before they received any real benefit. The same thing happens in an organization. The new training topic, approach, idea or craze is tried and dropped before results can occur.. There's usually nothing wrong with the training introduced, but usually it isn't supported in the organization - or given the time to work. In these instances, the company is wasting time and money and confusing the majority of the employees. Maybe most costly however is the risk of fostering cynicism and reducing the credibility of leadership.
What You Can Do
? Make training decisions based on strategic direction and real performance gaps. Once those training priorities have been set, stick to them. ? Make a commitment to get a return on that training investment. ? Resolve to give the training time and support to work. ? Determine clear performance outcomes for the effort up front. ? When a new "hot topic" training course is proposed, ask, "How does this fit with what we've been doing? Is this just our next diet?" ? Use real work in the training when possible.
The Piling on the Work Paradigm Many times managers and leaders see training as an expensive waste of time. When they attend classes, they continually think about all the work that is piling up "back in the office". Their employees see this attitude through their leader's actions. This thinking grows because leaders don't explain the reasons for the course and don't help people deal with the workload while they are gone. Since you can't make people learn, these situations can be disastrous in the training session itself. People may resent having to be in the training because they don't understand why they're there, and they know they'll have to work harder when they get back to the job to catch up. In this situation the participants may leave more cynical than when they arrived, with few if any new skills to counteract that possible effect.
What You Can Do
? Do everything possible to make sure all of management is on-board with the training and its purpose. ? Make a commitment to get a return on that training investment. ? Resolve to give the training time and support to work. ? Determine clear performance outcomes for the effort up front. ? Set up a plan to handle the work while the participant is learning. This action speaks volumes about the importance of the training. It will also improve their ability to focus on the session (e.g. "My critical work is being handled", and " Whew, I'm sure glad that most of my mail will have been handled when I get back!")
The January Third Application Assignment Well designed training with motivated learners will result in people leaving training with some clear ideas about how they plan to apply what they've learned back on the job. But well intentioned as those plans might be, they may be no more effective than most New Year's Resolutions. Old habits are hard to break! Habits are especially hard to break when there is no support for the new skills and behaviors back in the workplace.
What You Can Do
? Give people a clear message before participating in training what the expectations of them will be when they return. ? Plan some time with the participant both before and after the training session. ? Let them know before they attend, that an action plan is expected as a result of the training session. (Then be interested in the outcome.) ? Ask them how you can help them reach their new performance goals. All of these actions will make accountability clear. ? Give an entire work group training in new information and skills at the same time. (Whenever possible and appropriate.) ? Use real work in the training when possible.
The Sleepwear Syndrome - "One-Size-Fits-All" Often times a T-shirt or sleepwear is designed to be "one size-fits-all" and serves its purpose. Training isn't sleepwear and probably won't be effective that way. Look at it this way: though all the teen-age kids might wear one size of sweatshirt to school, would people wear the same size suit or skirt to work? If they did, would they look as good or perform well? In other words, one-size-fits-all garments aren't all that versatile for different situations. The basic goal of clothing - to cover our body and provide warmth - would be achieved, but many other reasons why we wear clothing would not be satisfied. The same is true for training in the workplace. Too often, generic, across-the-board training is administered. The basic premise with this syndrome is that "We'll give it to everyone - to be fair - maybe everyone doesn't need this information or lack the skills, but at least we will make sure we don't leave anyone out." In reality often management doesn't really know who needs the new skills and knowledge.
What You Can Do
? Base training and participation decisions on skills needed to be effective in the workplace.
The Lone Ranger Situation Often people are sent to training as a perk, a reward, or as a way to get them in a new surrounding for awhile. In most cases, people in a team or work group may never all see the same training, except for the "Course du Jour" or "One-Size-Fits-All" variety. Some times people need specific skills to perform a specific part of their work. Often though, the "perk" training workshops are for skills many people in the group could use (or maybe they'll all be sent over-time; after all, everyone can't be gone at once.) The result? People come back to work in a vacuum. Not only are they not accountable (Reason Number One above), but no one they work with has the same new skills and knowledge that they do. Without support, as a Lone Ranger, the new ideas they bring back may not get implemented due to peer resistance or ignorance.
What You Can Do
? Give an entire work group training in new information and skills at the same time. (Whenever possible and appropriate.) ? Build training that is linked to the problems at work as well. ? Use real work in the training when possible.
The "Name That Tune" Game This problem arises when, in the name of expediency or efficiency, training time is compacted. Trainers are asked to "Name That Tune" (or complete the training) in shorter and shorter time blocks. This show starts with "The Management Team only needs an overview", and ends with training being designed to fit a time slot, as opposed to being designed to build specific skills. The typical result of the "Name That Tune - shorten the session for my people Game", is training that is little more that exposure to a topic area - not training which can transfer real skills, with real practice time in the classroom.
What You Can Do
? Give the training staff some muscle - let them be strong advocates for training that is skill based, and not just meant to fill the ever-shortening time slot. ? Determine clear performance outcomes for the effort up front.
Final Thoughts Training can be expensive, often time consuming, and disappointing - both to the individuals and to the organization. Training and learning is also vitally important to the success of organizations. These Seven Reasons are often why training is so disappointing and time consuming. Taking the actions listed will help reduce the cost, lower the frustration and disappointment and drastically increase the effectiveness of the training in your organization.
Exclusive: Donald Tusk says it would still be better for both sides if UK stayed in EU
Brexit has been âone of the most spectacular mistakesâ in the history of the EU and followed a campaign marked by âan unprecedented readiness to lieâ, Donald Tusk has said.
In his first interview since standing down as European council president last week, Tusk said Brexit was âthe most painful and saddest experienceâ of his five years in office, a tumultuous period marked by the Greek eurozone crisis, bitter rows over migration and the election of Donald Trump.
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âThe president leaves us no choice but to act,â Pelosi said. âSadly, but with confidence and humility, with allegiance to our founders and a heart full of love for America, today I am asking our chairman to proceed with articles of impeachment.â
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The 23-year-old is in a critical condition in hospital with 70% burns after she was set upon by five men in the city of Unnao in Uttar Pradesh. They dragged her to a field, doused her with petrol and set her alight.
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Abia Uchenna Alexandro and Eboh Kenneth Chinedu, students at the Federal University of Technology Owerri in Nigeria, arrived in Zagreb on 12 November, on their way to participate in the fifth World InterUniversities Championships, held this year in Pula, Croatia.
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The area has no name on current maps of Prague, but it was once known, in popular parlance, as âU Stalinaâ â Stalinâs place. In 1955, two years after the Soviet dictatorâs death, a massive 50-foot high granite monument to him was unveiled on this spot, the largest representation of Stalin in the world. Commissioned in the late 1940s when Czechoslovakia was being turned into a Soviet satellite state, and already under construction as Stalin lay dying, the monstrous memorial remained in place until 1962 when, in the spirit of de-Stalinisation, it was blown to smithereens by the same regime that erected it.
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Qiu Rui, a policeman in Chongqing, was on duty this summer when he received an alert from a facial recognition system at a local square. There was a high probability a man caught on camera was a suspect in a 2002 murder case, the system told him.
The depth, breadth and intrusiveness of China's mass surveillance may be unprecedented in modern history
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The Labour leader, who revealed he spoke to Merrittâs father, Dave, in the days after the student was killed, criticised Johnson for making a glut of statements about strengthening the law in the immediate aftermath of the atrocity.
Audrey Mash developed severe hypothermia while hiking in Catalan Pyrenees in freezing weather
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Audrey Mash said she was surprised at the attention her case had attracted and said it had not put her off hiking. âI feel like a fraud for not being back at work. Iâm hoping to go back before the end of next week,â she said on Thursday.
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The former secretary of state under Obama said Bidenâs âdecency and the experiences that he brings to the table are critical to the momentâ
Help us cover the critical issues of 2020. Consider making a contribution
Congressman Jeff Van Drew, one of two House Democrats who voted against the measure formalizing procedures in the impeachment inquiry, warned that drafting articles of impeachment could backfire on the party.
Urgent: Dem NJ Rep Van Drew believes impeachment could backfire on Democrats: âPeople have to be careful for what they wish for.â
Van Drew: The majority rules. I would rather have seen a censureâŠthe House could have strongly censured him
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The voter who confronted Biden offered a very colorful response.
"Stick it up your ass, fella."
Voter that challenged @JoeBiden gets into confrontation with another voter that told him to "get out of here."
Rushan Abbas says countries doing business with China are enabling its mass detention of 3 million people, including her sister
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Abbas, who met with MPs in Canberra on Thursday and held a roundtable at the US Embassy on the plight of the Uighur Muslim minority in western Chinaâs Xinjiang province, said that âmodern dayâ concentration camps holding as many as 3 million Uighurs were a case of âhistory repeating itselfâ.
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The complex bone fracture he had suffered was badly infected with MRSA. Doctors told him it would not respond to treatment and they would need to amputate.
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The number of highly violent conflicts has risen to 41, from 36 in 2018, causing deaths, injuries, significant displacement and hunger, the UNâs global humanitarian overview 2020 report found.
Whatever the outcome of this general election, leaders should rise to the ambition of our own and global commitments, write representatives of 49 organisations
The UK has a well-earned reputation for being a key player on the global stage â respected for our record on international development, climate change, and humanitarian aid.
By 2020, this country will have helped vaccinate 76 million children, saving 1.4 million lives from preventable diseases. The UK has already helped 57 million people to cope with the effects of climate change over the last eight years and is on track to reach 60 million people with clean water by 2020. About 32 million people have been supported with humanitarian assistance in the face of conflict and disasters, including at least 10 million women and girls.
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The head of a Japanese aid agency and five other people have been killed in an ambush in eastern Afghanistan
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Normally this is an arena that would be dominated by Donald Trump, although this time he was somewhat upstaged by Emmanuel Macron, whose pre-summit declaration that the organisation had become âbrain deadâ obliged Trump to describe his French counterpartâs comments as âvery, very nastyâ.
New Zealandâs political system relies on an untraceable flow of donations from rich individuals with personal agendas. That wonât change
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This is a good thing. Across the Tasman, Australian politics has been roiled by allegations of Chinese interference. One donor, Huang Xiangmo, who had donated at least A$2.7m to both major parties, had his residency cancelled when his connections to Chinese Communist party-linked organisations were exposed. More recently Bond-esque revelations, including a Chinese defector, a dead businessman and a million-dollar donation, have emerged. Given that Australia is facing such a severe challenge to its democratic integrity, the attention Little is giving to this issue should be welcomed.
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Republican representative Matt Gaetz fiercely criticised the Stanford law school professor Pamela Karlan for a pun during the second round of the Trump impeachment hearings.
The Democrats' witness and impeachment expert had said: 'While the president can name his son Barron, he canât make him a baron.' She later apologised for her comment, which Melania Trump highlighted in a tweet
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