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ll too often, potential
benefits from training seminars are lost because the supports required for
the application of learning are absent. And
let's face it -- nobody can afford to send people for training just for the
fun of it. We all expect that training will somehow impact upon a person's
present or future ability to contribute to the employing organization. How
do we "make it so"?
General Principles
Getting value from training
isn't magical. There are some general principles that you can adapt to
ensure that training for yourself and your staff results in changes in the
workplace. First, training that adds value tends to be integrated with other
management systems. That is, training decisions and actions are
carried out with reference to performance management systems, strategic
planning processes, and career development initiatives. Training must be
managed so that it is planned, and deliberately and clearly linked to
workplace outcomes. When training is used as a reward, or its goals aren't
clear to all concerned, it is
rare that it has any positive impact.
Second, training that adds value actually has three components. First there
is the training planning component. Then training occurs. Most important is
the third component -- follow-up. Mechanisms must be in place to provide
reinforcement to the learner for his or her efforts to implement what has
been learned.
Finally, training that adds value occurs when there is an infrastructure in
place that supports the learner's application of what has been learned. For
example, if people attend a workshop on the use of a computer-based word
processor, training will only add value if the software and hardware is
available and
in place when the person returns from training. While we normally think of
infrastructure as relating to things, it can also refer to elements like
time. For example, people attending a seminar on the use of effective
management techniques will only be able to use what has been learned if they
have sufficient time to do so.
So, getting value from training requires integration, planning, follow-up
and infrastructure. While getting value should be a shared responsibility on
the part of attendee/s and manager, the manager plays a critical role in
helping to create the conditions under which training will add value.
Value Added
Actions
Identify Development Needs
On a regular basis identify
development needs of staff. Use your performance management system and your
strategic planning processes to integrate HR development with the needs of
the organization and each individual. Training will is most likely to add
value when the needs of the individual and the organization coincide.
Contract With
Attendees
Use an informal contracting process to define your expectations and those of
training attendees. The training contract should include:
-
how you expect the training attendee to apply what
he/she has learned.
-
how the trainee is expected to share what has been
learned with other members of the organization.
-
what the trainee needs from you to so that learning
can be applied.
-
when you will meet with the attendee to
debrief/discuss the training and how it can be applied to your
workplace.
Assess Infrastructure
Prior to training, make sure that the infrastructure is in place so that
trainees will be able to apply what they have learned as soon as they return
to the workplace. A good question to ask: "Is there anything that will
impede the person's ability to apply what has been learned?".
After training, ask this question again.
Ensure Training Is
Appropriate
Training tends to add value
when it is the solution to a problem. Not all problems can be solved through
training, so be alert to the possibility that other solutions may be
appropriate. Remember that training can help people learn skills, but is
less
effective at changing attitudes, and will likely have no effect if the
problem is related to other factors in the workplace.
Conclusion
All to often,
managers do not take an active role in the decision-making and follow-up
necessary to allow training to add value to the organization. As a result,
resources may be wasted, and frustration can result. Keep in mind that
managers need to work with training attendees before and after training so
that the training will make a difference. Training must be linked to both
individual and organizational needs, and barriers to application of learning
must be removed. Often the manager makes the difference between training
that is just a "vacation", and training that really brings about anticipated
benefits.
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