Training is definitely a key component when you want to improve your business. To get – a merger, a new product launch, a new strategic direction, an improved process – to work as quickly and smoothly as possible you need to deploy a training initiative to support it.
But training is not set up for success, the training function is stuck with a fundamental weakness it has had for decades. Almost all organizational training is a marginal intervention, and has only slight effects on performance improvement. Research, and extensive evaluation studies from all industries around the world, show that less than 20 percent of participants take what they learned in training back to the job and use it to achieve business results.
Training alone is never the sole cause of success or failure. There is always something else at work—usually some performance system factors not aligned with the intended performance outcomes. Consequently, when we evaluate training impact, in reality we are evaluating an organization’s performance management system.
You play a key-role in fixing what’s broken
Effective training is not an event, it is a process. This process must involve all of the key stakeholders and be driven by a clear view of their business needs.
Effective training is a process that involves dynamic interrelationships with the other functions of the organization, such as management, human resources, supervision, product or service development, and other business operations. These functions must work in harmony to produce successful performance.
The success of this dynamic interrelationship depends on forming cooperative alliances among training leaders and the other key players, such as business managers, line managers, supervisors and participants.
Join us on Thursday June 30th and preferably Friday July 1st to revisit or set up training programs that will deliver key business results. Learn what to expect from training and how you as a line manager can support and drive desired business outcomes.
