Posted on Jun 21, 2013 @[email protected]

Training: How to make it stick…

By Robert Boroff | Google +

Training can seem like an easy answer for managers looking to increase employee productivity. However, many managers complain that the training session did not produce any long term effects or that the training participants did not make any changes in their performance. Why is it that companies spend thousands of dollars on training, and yet employees do not seem to benefit from it?

Often time managers implement a training session that fills the employees with knowledge, but not practical skills to make productive changes. Manager assistants are usually put in charge of setting up training, but this is detrimental to the training because the assistant typically is not aware of the day to day tasks of the other employees. When the manager puts the training responsibility on the assistant and is not present at the training, participants believe they are given the option of snoozing through the training because they already know if the manager is not behind the new procedures, then punishments or rewards most likely will not follow. Another mistake made by managers is requiring training attendance of the entire company, and therefore the training is not specific enough to be of benefit to the attendees.

When a manager is deciding what kind of training to put into place, he/she must consider who will be performing the training, how the training will directly influence the attendees, and how to tangibly record improvements. Suggestions for improved training sessions include:

  1. Training should be used to solidify a change process that has already begun.
  2. Training should address a specific need.
  3. Training should have an equal member of the team perform the training session to enforce the credibility and applicability of the information presented.
  4. Training should be hands on so the participants can experience the learning instead of just hearing the facts.
  5. Ask yourself if your employees would voluntarily attend the training knowing it would be of direct benefit to them.
  6. As the manager, be involved in the training and the implementation of the training to enforce the regulations behind the training.
  7. Training should be focused on giving your employees the tools and skills they need to be successful in their current position.
  8. Managers should implement how the training will be followed up with tangible ways of measuring a growth in success.
  9. Make the training specific to each department in your company to insure the relevance of the material presented.
  10. Maintain a positive attitude that promotes growth and change.

Robert Boroff Executive Profile Managing Director Reaction Search International

•       Uses over 17 years of industry experience to provide clients with proven recruiting strategies that garner results

•       Leads a team of Executive Recruiters in fulfilling clients important hiring needs in a time and cost-effective manner

•       Keeps abreast of business and market trends in order to effectively consult clients on their hiring requirements

•       Skilled at using traditional and contemporary recruiting practices

•       Experienced in recruiting for a dynamic mix of industries, including Banking,Biotechnology, Construction, Consumer Products, Finance, Food & Beverage,Healthcare, Human Resources, Information Technology,Insurance,Marketing, and Medical Device, Pharmaceutical, Retail,Sales,Telecommunications executive search & recruitment

•       Seasoned in running full-size searches on a national scale that require multiple hirings under time-sensitive schedules

management skills, effective management, employee relations, employee wellness, workplace environment, managing, employee retention

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The Executive Search Consultants at Reaction Search International Executive Recruiters Sales successfully placing top performing candidates since 1995.

 

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