Teaching employees new skills is one thing. Getting them to apply what they learned is quite another.
With some studies suggesting that just 10% to 40% of training is ever used on the job, it is clear that a big chuck of the tens of billions of dollars organizations spend annually on staff development is going down the drain.
Chalk some of it up to human nature: Training involves change, and change creates anxiety that people seek to avoid. In other cases, old habits and workplace pressures can break down even the strongest resolve to use newly acquired skills and knowledge. If those trained don't implement what they have learned within two weeks, the training experience is wasted dollars and effort.
The key success factor: Make sure that support doesn't end when workers walk out the training room door.
Activities such as having trainees write down how they plan to use new skills or knowledge on the job, or having them discuss their progress with inside mentors or outside coaches can significantly increase the amount of learning that is transferred to the workplace.
When employees are asked to write an action plan detailing how they expect to use what they have learned in training, something interesting occurs as their minds reach clarity as to what needs to happen next. Just writing it down makes it more likely to happen. Outlining the specific steps of what needs to be done, when and with whom, reduces confusion, helps trainees visualize the outcome and provides a document against which progress can be assessed.
When employees know that they are going to be supported and given feedback on their post-training performance, the motivation to use newly learned skills and knowledge increases. By assuming the role of a mentor, their boss can communicate expectations to trainees, keep them focused, provide encouragement and help eliminate roadblocks to success. Hiring an outside executive coach for each key management trainee can accelerate change over a six month period.
The mentoring and coaching sessions are designed to provide motivation and support for the trainees to take an active role in meeting their goals.
Source: Lessons Learned, The Wall Street Journal, December 15, 2008