Dinesh Divekar
Business Mentor, Consultant And Trainer
Ash Mathew
Recruitments, Training`
Manishsawankar
Hr Executive
Vinodpandey61
Behavioural Trainer
Sriram_bee
Trainer
+2 Others

Dear All,

The “honeymoon effect” of typical training programs might start with improvement immediately following the program, but within months it drops precipitously.
Why does this happen? How to manage this to get the full outcome of any training program?
Thanks
Manish

18th June 2009 From India, Nagpur
Hi Manish
you are right...during the training programmes all the participants are energetic and enthusiastic...but when these participants return to their base the energy and message is lost.
But yes, there is a methodlogy in which we can manage the tempo....by adopting elearning practices and uploading content on regular basis so that these participants enroll and take this courses which will be linked to their KRA and still maintain the momentum.
Regards
Rahul Gurjar.
18th June 2009 From India, Mumbai
Dear Manish,

I do not agree that training creates honeymoon effect. Yes it will create effect of this kind provided one wants to create that effect!

Before you go ahead with the training two things are required. One is that you should know clearly, where you want to see your participants after the training. What you wish to reduce and what you wish to increase. There has to be clarity.Secondly, who is going to do the follow-up after the training?

Training is not something like bill that is passed in the parliament. Our parliament passes the bill and makes it act but not necessarily budgetary provisions are made to implement this act. Secondly, there is no increase in manpower to implement the change also. Average police person is responsible for implementation of whole lot of laws. Further even if ten bills are passed, it does not matter to them because there is no education to them on its execution.

When I conduct the training, I always take action plan after the training. This is a time bound action plan. Now it is the HR's or Training Manager's responsibility to check whether the implementation is done or not. If implementation is not done then what provisions do you have to take disciplinary action?

Treat training as disciplinary issue and see the change. Probably your staff is too institutionalised and your view could be centric to your company culture.

Ok...

Dinesh V Divekar





20th June 2009 From India, Bangalore
Continuous orientation / updation might help solve the problem.
Do a review analysis, at the end of period (you think the excitement has lowered or improvement level has dropped) - but make sure the orientation is imparted with some additional value added training.

20th June 2009 From India, Madras
I am with Dinesh. The thought about Training being a paid holiday is a thing of the past. Today a professionally managed organisation follows-up with the trainees to identify how they are performing; if good, the trainer is safe; if not trainer needs to find the ways in which the trainee can perform had he/she been certified! Honey-moon is a distant moon!
BSR
20th June 2009 From India, Bangalore
I partially agree with your views that most of us tend to get occupied in our routine works. Once the honey moon period is over, we tend to ignore the action plan we had set for ourselves although unintentionally. It is therefore essential that we need to have a follow-up action plan so that we maintain the momentum and fine tune the skills and imbibe the key learnings.
26th June 2009
The main reason for this ineffectiveness of training ,is the training being not based on actual training needs. In addition, I personally believe that training is an agreement amongst trainee, traininginstitution/trainer an the organization which depute for training. If the perception of these three are altogether different, training can never be effective. There has to be an adequate communication amongst three. Trainer must know what are the actual needs of the trainer, trainee must be briefed by the organization/management about the efficacy of training he/she is being deputed and the trainer should design the training in such a way that trainee find it intertesting and realize that the acquired knowledge and skill could be transferred at the work place. Moreover, the organization should also provide the conducive environment to the trainee for transfer of learning. Most of the trainees find it difficlt to use the skills acquired by him at work place because his /her boss is adament to his own procedure an feel inferior if his subordinate do some thing new.

Training is not a magic rather it should be taken as an integrated approach.

Dr.V.K.Pandey

Certified Trainer

New bDelhi
26th June 2009 From India, Delhi
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