It is very common in training programs, that possible benefits from training values are missing because the support required for the application of learning is absent. And let’s face it nobody can afford to send people for training just for the fun of it. We all expect that training will impact a person’s present or future ability to contribute to the engaging organization. How do we “make it so”? We focus on so-called general principles.
Getting value from training isn’t magical. There are some general principles that you can adapt to ensure that training for yourself and your employees results in changes in the workplace. First, training that adds value tends to be integrated with other management systems.
These activities include training decisions and actions are agreed out with reference to performance management systems, strategic planning processes, and career development initiatives. Training activities must be aligned with strategic objectives of organizations, instead of going for formula or stereotype training programs.
Second, training that adds value has three mechanisms. First, there is the training planning component. Then training occurs. Most important is the third component — follow-up. Mechanisms must be in place to provide reinforcement to the learner for his or her efforts to implement what has been learned.
Finally, training that adds value occurs when there is an infrastructure in place that supports the learner’s application of what has been learned. For example, if people attend a workshop on the use of a computer-based word processor, training will only add value if the software and hardware are available and in place when the person returns from training. While we normally think of the infrastructure as relating to things, it can also refer to elements like time. For example, people attending a seminar on the use of effective management techniques will only be able to use what has been learned if they have enough time to do so.
So, getting value from training requires a combination of planning, follow-up, and infrastructure. While getting value should be a shared responsibility on the part of employees and manager, the manager plays a critical role in helping to create the conditions under which training will add value.
Servicexcellence – Business Consulting & Development, adheres that training initiatives must be linked to both individual and organizational needs, and blockades to application of learning must be removed to get that ROI we are expecting.