- Redundancy and Furlough - Part 2
- Redundancy and Furlough - Part 1
- Flexible Furlough
- Back to Work
- Build Your Resilience
- The Overweight Elephant in the Room
- Contractual Skulduggery and TUPE
- Zoom Gloom
- How to Support Employees’ Mental Health During Lockdown
- Obesity, Covid-19 and Business
- Flexible Working Request – Making a Decision
- Supermarket Not Liable for Disgruntled Employee’s Data Breach
- Coronavirus – The Need to Adapt
- Furlough Leave More FAQs
- Furlough Leave Creates Alternative to Lay-Off
- Buying Time – Alternative to Redundancies
- HR in the Time of Coronavirus
- Music at Work
- Snowed Under – Getting to Work in Bad Weather
- Ten Ideas for Team Outings
- How to Beef up your Business Writing
- Problems, Not Complaints
- Keeping the Team Motivated Through the Depths of Winter
- How to Reduce the Spread Colds and Flu
- How to Avoid Blue Monday Blues
- IR35 Changes Review by Treasury
- Are You “Good Work” Ready?
- Blog Monitoring Social Media
- There are Nine Million Lonely People in the UK – Are Your Employees Among Them?
- How to Help Your Team Build Good Mental Health
Three Conditions to Ensure Training Works
As managers we are judged on the success of our team. It follows that our team members need to have the knowledge and skills to do their jobs efficiently and effectively. Many managers turn automatically to training as a way of solving issues. Additionally, “I wasn’t trained” is one of the most common defences in situations where performance is under review.
Training has its place. Of course it does, but it is not the universal panacea. It will only work where there is a training requirement, so the starting point is to establish whether the cause of the issue is an undeveloped skill or a knowledge deficit. For those situations, a well-designed programme with tailored content, relevant case material, skill building practice, and a final measurement of skill acquisition, works well. But, if the cause of the problem isn’t a training need you’re wasting time and money – and the problem won’t be fixed.
Acquiring learning is a result of thinking, not teaching. It happens when people reflect on and choose a new behaviour. But if the work environment doesn’t support that behaviour, a well-trained employee won’t make a difference.
There are three conditions needed to ensure a training solution works.
Under performance or misconduct suggests that something might need to change. It may not be caused by a lack of skill. Individual behaviours are influenced by many factors, for example, how performance is measured and rewarded. These all play a role in shaping employee behaviours. Before you commit to training analyse the cause of the problem.
If you conclude that the cause is a skills or knowledge deficit and training is needed, there has to be commitment by the individual and the organisation to change and allow change. If you define the skills employees need to develop, and consider the conditions required to reinforce and sustain those skills once a training solution is implemented. Just because a business recognises the factors driving unwanted behaviour, doesn’t mean it’s open to changing them. If the business isn’t willing to address organisational causes of a problem, training will not yield its intended benefit.
The training solution must directly support strategic priorities. When a company deploys a new strategy, for example, launching a new product, training can play a vital role in giving people the skills and knowledge they need to help that strategy succeed. But when a training initiative has no clear purpose or end goal, the risk of failure increases.
If you are going to invest in company training, make sure you are addressing a strategic learning need. Be sure your business can and will sustain new skills and knowledge by addressing the factors that may threaten the success of the training outcome. If you aren’t sure you’ve got these conditions right, don’t spend the money.
If you need help sorting out HR problems, give us a call on 01908 262628.
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Although every effort has been made to ensure the accuracy of the information contained in this blog, nothing herein should be construed as giving advice and no responsibility will be taken for inaccuracies or errors.
Copyright © 2019 all rights reserved. You may copy or distribute this blog as long as this copyright notice and full information about contacting the author are attached. The author is Kate Russell of Russell HR Consulting Ltd.