Getting training right
We’ve all read, heard and, hopefully, taken on board, the concept that training our employees is a crucial aspect of employee engagement, gaining a competitive edge; and business success and continuity.
We’ve also all read, heard and learnt that training comes at a cost. Not only does the exercise cost money, but there is also the indirect cost of the employee being away from his/her job.
I’ve written in the past on how skeptical I am of training becoming just a ‘tick in the box’ and companies sending employees to workshops and sessions just for the sake of it. On the other hand, we do know that, if successfully implemented, it may lead to happier employees who feel that their employer believes in them and is investing in their professional and personal development.
Pre-training
Developing, preparing and delivering training is a time-consuming exercise that the company needs to take seriously to avoid getting it wrong, in which case it will lead to more time-consumption and longer employee absence from his/her work duties. It needs to have a quantifiable value and should not be ‘thrown’ at employees just for the sake of having the training box ticked-off at year-end. We need to properly understand what the employees’ performance and development needs are, and engage these with the organisation’s vision and goals . We need to properly discuss with the employees how they feel about the plan, what their views and suggestions are, and to then explain to them how this training relates to their current responsibilities within the company.
Train employees according to just those.
During training
It is important that when planning we anticipate and work out ways to minimise workflow disruptions . Planning might also require involving support staff to substitute the employees being trained. Having someone who can guide the support staff is as important.
It is also necessary to know in advance and understand what the topics the trainer or facilitator will be covering and how the discussions and interactions are planned to take place.
The expected outcome and deliverables from the training are equally important. The organiser should gauge the attendees feedback at the end of the session.
If the employer or the direct manager is also to participate in the sessions, it is imperative that their behaviour and attitude are positive and conducive to learning.
Post-training
Communicate again. Get feedback from employees, see what worked well and what could have been done better. Discuss their experience and what they feel they have learnt after the session has been concluded. Do not see this follow up as wasted time.
Of course, the training does not end when the session end. Regular follow ups are important. It is also important to give employees (or ask the facilitator/trainer) action points, which can also be easily followed-up.
We know that good training will bear its fruits within the organisation when employees feel they have gained something from it. They will then feel they can contribute more, perform better and integrate with the company’s culture. Training will only be successful if the planning and implementation of it was done correctly.
About the author
Maria Bartolo Zahra is Managing Director and HR Advisor at SurgeAdvisory. She has over fifteen years of human resources and business advisory experience.