Unfortunately, successful training doesn’t actually work that way. Although it might make you feel like you’re doing something, this method rarely solves the underlying problems. Rather, it becomes an expensive line item. According to Training magazine, companies set aside 16% of their budgets to train staff. This is a huge percentage considering that most organizations don’t measure the effectiveness of their training efforts.

Still, training remains many organizations’ first line of defense because it’s easier for senior leaders to authorize it instead of spending time evaluating core issues or mentoring colleagues. But a Band-Aid isn’t a long-term solution. Without proper ongoing treatment, the wound won’t heal — and your problem will persist.

According to a Forrester report, about 40% of employees and managers are unsatisfied with on-the-job training. As a leader, it’s your responsibility to ensure every program is relevant and achievable. If your employees have enough on their plates to keep them busy every day, they might view training as an interruption and pay less attention to it. Similarly, participants won’t be engaged if you’re reusing the same dated videos from years back. Ultimately, training won’t be effective unless you address the root of the problem directly, set clear performance objectives, and prompt managers to reinforce desired behaviors. 

While most training does include performance objectives, resulting in designs with lots of information and skill-building exercises, these objectives typically focus on the competencies needed to fill a gap only. What’s missing is the component that creates the motivation to use the skills employees develop.

At HPWP Group, we address this by defining what we want people to competently do, what we want them to think post-training, and how we want them to feel post-training. Additionally, it’s essential to reinforce any new skill or behavior. This includes providing constructive feedback if mistakes are made (so they don’t turn into habits) and encouragement to drive more of the desired performance.

As an example, one large company had its managers and directors attend our High Performance Leadership Workshop. The COO met with those participants immediately post-training, arranged for refreshers, and included the desired behaviors and competencies as part of their feedback and development process. This training, along with the supporting reinforcement, substantially changed the culture of the company.

To Train or Not to Train?

To begin revamping your company’s approach to training, the most important thing to consider is whether it is even necessary. Here are three questions to consider before sinking resources into a training program.

[Here is the first question.]

1. What is the gap you think training will bridge?

Typically, training occurs due to a difference between a desired and actual performance or behavior. You’ll want to define that gap before searching for solutions. For example, if the gap has been caused by new processes, upgraded equipment, or revised policies, formal training could solve the issue.

Just remember that people need to want training for it to be effective. If they’re not affected by the gap you point out, they won’t be invested in fixing anything. The participants must be curious and want to learn. When they are, they’re more apt to listen carefully, ask questions, and apply knowledge.