Most organizations groom their people. They want to develop leaders, build teams, and engage employees. This is why they spend millions on training programs.
Unfortunately, many of these training programs fail to deliver desired results. Here are five reasons.
1. Most training programs don’t have measurable goals. Many organizations who have professional development programs aren’t very sure how they’ll measure success. They want to get more for one or two day training programs hoping that participants will “learn” and retain a few.
Learning doesn’t happen because you trained people. Learning happens when participants acquire new skills and adapt few behaviors that will drive desired results.
You must be able to measure the results of your training and other learning experiences.
2. Training programs given for the sake of training. They are bound to fail. Many training managers provide training programs to employees because their KPIs require them to deliver four or more training programs in a month. This is why many employees feel that training programs are not necessary.
There are also those who believe that training is meant to “cure” them and they think they are blamed for low performance. This happens when training are not aligned to the business objectives of the organization and when participants don’t fully understand the role that training plays in personal and organizational development.
You can find dozens of learning experience strategies. But each must serve a clear and measurable purpose. Each must serve to equip employees and you ought to sell them to employees. You cannot program people to adapt new behaviors without their permission.
3. Training, like motivational speaking, is a default intervention of managers. They are usually given without context. There is no adequate understanding as to the challenges of the individuals and of the organization. The behaviors of employees, of their leaders, are influenced by organizational climate and culture.
Most canned programs are either trainer-centered or subject-centered. They were not designed for your organization. They were not meant for the individual challenges of the participants.
So you can design the most appropriate and the best learning experiences, you must begin with understanding. Find out what the organizations and its people are meant to do. Don’t just purchase any training programs in the market. Context is very important.
4. Many training programs initiated by HR or training department do not get the full support of participant’s supervisors. I know of many managers who think that sending their people into a classroom training will make their jobs easy. That they don’t need to coach or mentor the participants after the training. I know also of those who are dismissive of the new learning experiences of the participants.
Training is just another learning experience that will easily go to waste when organizational leaders do not have a learning culture. You need the full support of the participant’s supervisors in designing and delivering new learning experiences.
5. Many training programs spread learning content too thinly. In one or two day training programs, managers expect participants to learn a thousand ways to do x, y, and z. They want to make the most of their money, of course.
But this is wasting more money.
Leaders don’t change because they know more; they change when they learn from experience. The best practice is to help learning master few skills and adapt new behaviors that really matter.
I encourage you not to waste your money. Please don’t be left behind. Explore other opportunities to provide your people learning experiences that will speed up their growth and 10x the success of your organization.