When implementing training programs, ensure that the programs you’re considering are a fit. Consider these questions in your pre-training planning:
- Does the training address the identified need? Work with managers to determine the behavioral changes expected as a result of training. Conduct a needs analysis to determine the behavioral changes desired, the measures of success anticipated, and if/when/how expectations for these behaviors have been previously addressed with attendees.
- Does the training provide for skills practice opportunities during and after the training? Without time and opportunity for skills practice, training will create awareness only. For behavioral change, skills practice needs to occur during training with opportunities for application back on the job. Follow-up webinars, group coaching and opportunities for discussion with managers and other attendees can provide support and accountability for application of skills long after training has ended.
- Are employees prepared to apply the skills back on the job? Have application opportunities been discussed and reviewed prior to and after training? Gain the support of attendees and their managers prior to training. Coach managers on how to prepare attendees for training and how to support their application of newly learned skills on the job after training.
- Does the work environment support the use of the skills? Consider how the current technology, operational systems, and cultural components of the organization may diminish or augment the application of skills back on the job.
- Is the timing right for training? Consider employee schedules, workloads, and other organizational initiatives that may compete for everyone’s time, energy and attention.
- What are the messages built into the training that align with corporate values? Align training with the organization’s mission and corporate values to answer the question of “WHY” this training is important, relevant, and aligned with organizational strategy.
- How does the training provide for the transfer of learning to application on the job? According to Scott Blanchard of Ken Blanchard Companies, organizations need to spend 10x as much effort on the back end of training as they do on the front end. Great preparation falls short when learning cannot be transferred to the job. Build in strategies for sustaining the learning by planning how, when, who, and what will be held accountable for applying the learning to the job. Failure to sustain learning and achieve behavioral change is equivalent to buying an expensive piece of equipment and never using it.
When you hire us, we provide you with a timeline for implementation, announcement templates, and sustainability strategies to ensure greater return of investment by planning before, during, and after all training. Our Sustainability Strategies program is a perfect capstone to any of your training programs to determine plans for using skills back on the job, to encourage greater skills use, and provide a forum for discussing real workplace opportunities to continue growing the use of the skills on the job and changing behaviors accordingly.
Contact us to ensure that all your training is a fit!