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What Every Manager Should Know About Training

By Diane DiResta

After working with numerous organizations and industries, research has uncovered some common factors among successful training organizations and companies where training doesn't seem to make an impact. Here is why companies fail at training:

1. No needs assessment - A doctor who prescribes medicine without seeing a patient is guilty of malpractice. Yet, many companies hire vendors to provide training without first analyzing the needs of the organization, department or the individual. This is an obvious but common waste of training dollars. Do not proceed to training until you assess the needs. Remember: prescription without diagnosis is malpractice.
2. Training is always the answer - Have a problem? Quick, find a training program! One of the biggest myths is that training can fix everything. Managers must first identify whether the problem is a training issue or an organizational problem. Let's say you have a problem with timeliness of the customer service representatives. Do they need telephone skills training? Or are there not enough phone lines to handle the recent influx of inquiries? This is not a training issue; it's an organizational issue.
3. Training is reactive - Training must support the business objectives if it is to have impact. True learning organizations build training into the strategic plan. What is the company mission and where are the skill gaps? Training must be integrated, holistic and part of long-term planning if it is to make a difference. Training is an investment in the business, not an expense.
4. Training is a one-shot deal - Some companies believe that you can send someone to a two-day program and they will be changed like magic. Sorry, there are no magic wands. Think of how you first learned to drive. There was the readiness stage with a written test, which is equivalent to pre-work. Then there were many lessons to learn how to drive the car, which is training implementation. Finally, there was a road test and a license. But that doesn't make the person a good driver. New drivers need someone to go out with them to help them refine their skills, which is coaching. Eventually the driver can drive effortlessly, which is called mastery. Training is a process, not an event.Training must be reinforced. According to training research, learning that is not reinforced within the first four to six weeks drops by 80 percent. Don't be penny wise and pound-foolish. To maximize training dollars, provide ongoing coaching and follow-up.
5. Results aren't measured - Most organizations spend thousands of dollars training employees, never bothering to determine if what they did worked. How well are employees using the skills? How is it improving their work? What is the impact on the department? On the company? In other words, was the training worth it? And what should be done differently next time?
6. Management does not participate - Successful learning organizations support training at the most senior levels. Without management support, morale decreases and training has little or no impact. Support is evidenced in several ways: employees might be required to complete a specific number of training hours per year, or training can be built into the performance appraisal. The manager must reinforce training back on the job. To increase company sales and productivity, provide training that is supported by your top executives.

Copyright © Diane DiResta. All rights reserved.

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