When training doesn't work
[ as published in the National HR & Training Directory 2001 ]
So how did the training go?
No, very well, man! In fact, brilliant. They gave the course almost a 90% rating.
Great. I bet it’s really impacted your bottom line.
Agwell, not really, you know. Actually things have slid the other way a bit lately.
Really? Why’s that, do you think?
Ag you know, they’re bringing better quality stuff in from the Pacific Rim at a better price and they deliver quicker than we can.
What? But you guys are only 3 k’s down the road – they’re in Indonesia! But lets get back to the training. What happened?
Well, they came back from the course all fired up and wanting to change everything and the Production Manager said "Whoa guys, just because you ou’s have been on some fancy course it doesn’t mean you can turn the place upside down. This is still how we do things around here" – and he’s right, of course.
Did you attend the course?
No jeepers man. No time! Someone’s got to do the blerry work around here!
Did any of the managers attend?
No.
Do you know what they taught your guys?
Well, I’ve got the manual, but I haven’t had time to check at it yet.
Well, how do you expect a course to be effective if there’s no management support?
No man, these guys are just lazy, man. You invest all that money in them and nothing changes. They must come right!
And we wonder why training doesn’t work !
Effective training will result in a tangible increase in skills, ability, effectiveness and can impact on company culture.
When training is planned purposefully, it ends up costing nothing and making the investor money. When it is conducted in an arbitrary fashion, it becomes expensive and wasteful.
Here are a few simple steps to ensure that your investment in training pays off :
- Decide what the purpose is and what the outcome for the training should be, both for the individual and the company.
- Delegate nominations for courses should be professionally and thoroughly conducted by one competent, responsible person. Delegates should be timeously informed of training so that they can plan their work accordingly.
- Create an atmosphere of excitement and expectation around a course. Make it an event by promoting it and ensuring that a suitable venue, preferably off site, is used.
- Ensure that management support the training, preferably by being present or visiting the course. When visiting, managers should not give speeches or interrupt.
- Delegates should not be overfed at lunchtime, or the afternoon will be wasted.
- Accountable managers should develop a thorough knowledge of the material covered and should constructively drive its implementation at the workplace.
- It should be compulsory that the editor of the company in-house magazine attends training and supports it via in-house publications.
- Follow up should be conducted between three to six months to feedback on implementation and share positive experiences and problems.
Paul du Toit, Managing Director, Congruence Training
