Training Development Services
Organizations Waste 80% of their Training Dollars
I did so TOO early in my career as an executive making large investments in technical and soft skill training for staff. I was not aware that I was throwing our scare training dollars into the waste basket. Are you?
The Only Training Metrics Which Counts
Training only counts when an individual applies what they learn back on-the-job. Most training programs are not set up to make sure that this happens. But they can be. I know how to do this. I can help you make sure that the training programs in which you invest lead to behavior change on-the-job. Contact me via e-mail by clicking here, or call me at 1.416.427.1567.
People, even learning and development professionals, forget that skills have as much to do with values as they do with capabilities.
Download the White Paper
“Why Waste Your Training Dollars? An Approach to Training Which Generates ROI”
The following two videos describe Roelf Woldring and The Right Talent Talent’s TrainingDevelopment Services. Click on the image to go to the video.
Why Use Us? (3+ minutes)
Training Architecture: The Way to Avoid the 80% Training Waste (9+ minutes)
Five Things You Can Do … To Avoid Wasting Training Dollars
1. Just-in-Time Training.
Make sure that the training programs you select are delivered just-in-time: just days before the opportunity for the person to apply the new learning on the job. This will reduce the loss of learning that comes with time.
2. Keep Training Content Close To Work Environment
Customize any training program you select (or add components to it) which require the individuals to engage in simulations, role plays, and exercises set in the environments with are as close as possible to their work environments. This will allow the person to increase their new skill transfer back-to-the-job.
3. Test Their Motivation First
People don’t learn when they are not motivated to do so. Through conversation with their bosses or others, determine how motivated she or he is to apply the new skills once the person is back on-the-job. Discuss what doing so will do for the person’s performance results on-the-job.
If the person’s motivation is lacking, don’t invest in training for that person.
If the person is motivated, but the opportunity to get the improved performance results does not exist, don’t invest in the training for the person at this time. Doing so will only dis-enhearten the individual.
4. E-Learning Plus …. Face-to-Face Workshops
Choose appropriate combinations of e-learning and face-to-face learning. E-learning is great to allowing people to acquire new facts and ideas and ‘how to use a computer skills’.
People don’t acquire soft (interpersonal) and full body (which require them to use physical body elements) skills through e-learning.
They need to learn to do these new skills through supervised practice. An e-learning program may be a great way to start – giving the factual knowledge needed. Follow up with face-to-face workshops that include lots of supervised practice and feedback.
5. Support Trainees When Back On-the-Job
When people apply new skills when they get back to-the-job, their new behavior often comes as a surprise to their peers and direct reports. Those people will have to change their own behavior, particularly the ways in which they interact with the newly trained person.
Peers and direct supports often resist this need to change their side of these behavior interactions. After all, what’s in it for them to engage in new interaction patterns. This social pressure is called the ‘Skill Extinction Effect’™.
Overcoming it takes effort. The newly trained person needs support to resist this social pressure to revert back to old ways of doing things with the people with whom she or he interacts.
This support can be provided in a number of ways. But it is the job of the executives who sponsor the training to provide it. Just adding short “explaining why this new skill training” videos can go a long way to eliminating the ‘Skill Extinction Effect’™, for instance.