If you consider the amount of money you spend on training and development each year, and then consider the results you have seen as a consequence in changes to your employees behaviour, do the two match up?
It’s likely that they don’t equate and although the training may have appeared to have been of good quality, it did not transfer useful information and skills into the workplace. So what can you do to help this happen before training starts?
1. Assess the problem you are looking to solve and whether training is the most suitable solution. You could be throwing money at a problem which will not improve from a training session, perhaps your workers need different resources, more time or more support to improve. A good training provider should tell you honestly whether their programs will be an apt solution for your problem.
2. Communicate with your delegates about the training so they know what to expect and what is expected of them. Tell them why the training is needed and what you are looking to achieve so delegates can align their targets with yours and understand the weaknesses they need to focus on during training. It might seem obvious to point out what the training is for, but by speaking to your workers personally it shows you respect them, and will show them that this is important to the company. It will motivate them for the training session and align what they ought to target.
3. Provide your workers with pre-training assessments to promote thoughtful consideration of the content you’ll be covering. This can be useful to get their minds going about you’ll be covering, but can also double as a measurement gauge for the progress your participants make by quizzing them on their comfort levels towards the subjects.
4. Train your managers and supervisors alongside the other delegates so they know what is being taught and can model ideal behavior to help your delegates apply what they have learnt to their workplace. A change or consistency in the supervisor’s behavior will set a precedent, showing there is an expectation that this is how they are now expected to behave. It’s also a mistake to think that supervisors will know what good training looks like as many of them will not have experienced quality training which takes skills into the workplace.
5. Go for training which has measurable objectives and reachable targets. If there are clear objectives then you can objectively say when a delegate has achieved what was required from the training, and whether the training has been successful. This will also provide the employee with satisfaction and motivation when they can tick off what they have achieved.