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About five years ago, same thread had come up for discussion. That time the reply that I had given holds true even now also. Please check the following link to refer it:
25th August 2016 From India, Bangalore
You have not mentioned whether the training programmes are for Functional or Behavioural areas.
Does the HR department have the blessings of the top management?
If yes, it should be easier to get it done. If not, you have to use your tact.
If the programmes are as per top management, then it can be linked to the format of annual appraisal.
In case of Functional areas many a management is serious and may even withhold an annual increment if some one does not attend.
Behavioral related programmes also can add up to this total number of training hours an employee has to attend in a year.
Please remember that in case of adult learning two aspects are important.
They will learn, if the HAVE TO ( any compulsion - promotion, increment, by top management pressure one way or other)
They will also learn, if they WANT TO ( on their own interest : you should facilitate this)
Once you analyze on the above lines ,you will find ways of motivating them.
26th August 2016 From India
People will not attend training if it is of no value, or interest to them. You can lead a horse to water, but you cannot make him drink.
Other than essential safety and operational training, no other training should be offered if it is not backed up by a sound Training Needs Analysis. If training is to be conducted, it should be what staff NEED, not what you or management THINK they need.
Secondly, it needs to be proper training, conducted by a trainer qualified to deliver the course. I have discussed at length many times here on CiteHR, the problem of people just asking for generic powerpoints of training. Standing in front of a group of people and just reading off the words of someone else's powerpoint designed for some other organisation IS NOT TRAINING. All effective training, must be designed for the specific organisation.
There will always be a hard core of staff members in any organisation who will resist training. That's a given. Forcing them only reinforces the resistance. As others have said, there needs to be incentives, a carrot and stick approach if you will.
Training works well when it is enjoyable, fun, and employees see real benefit from it. If you can get the staff enthused about training, and a good trainer can do this, then the rest is easy.
I know this works from my own experience. I have enjoyed training courses where the trainer was dynamic, enthusiastic, and involved the staff in the training. That is the approach I use when I train people, and the survey sheets have always shown how much people enjoyed my training courses.
To give an example, some years ago, I trained about 5 groups of former staff of an airline which went bankrupt. They were mostly Flight Attendants who had worked all their life for the airline, and now had to find new jobs. These people did training almost every week of their working life, in safety, customer service, airline operations etc etc. Almost every single person at the end of the course, told me that after 20 or 30 years of continuous training, they enjoyed my training course better than any other they had attended in their lives!
27th August 2016 From Australia, Melbourne
I have some different views than what you have. The members has posted a query to ask how to motivate the employees to attend the training. However, motivation is different from inducements. Once we establish a culture of inducements, it becomes very difficult to change.
Employee training is organisation's requirement. Individuals are trained in order to enhance organisation's productivity. Therefore, each HOD must be made accountable to the business ratios applicable to his/her department. Employee training is conducted to increase or decreased some ratio association to the HOD's department.
Partially problems of this kind arise because of lean manpower also. HODs are just unable to spare the manpower for they since they do not have any standby manpower. However, little do they realise that because of inadequate skills, their people overwork or consume excess resources. HODs are just unable to break this cycle of non-training and low productivity.
27th August 2016 From India, Bangalore
This is a relevant question may be for most of HR/ L&D professionals. I have also faced this in my over three decades of Corporate career.
First of all this could be a cultural issue, meaning how is training viewed in the organization...essential or non-essential. This may be due to past experience of the Heads of departments and the participants in terms of did they find training effective and could they apply learnings for better results.
Related to first point is the second point i.e. is there support from the Heads of the departments. If they see value they will nominate and ensure participants attend.
Thirdly, does the company take a follow up action, where ever required. This could be few coaching session; review as to weather the leanings could be applied, with what results; does the training needs a follow up training and so on.
Lastly, we may make Heads of the departments part of training needs identification process, if not already. And also include some participants in designing the role plays/ other exercises and training content. This will help in customization of training; and Heads of the department and the participants will feel included.
Hope some of these suggestions could be of help.
29th August 2016 From India, New Delhi
first you must need to know whether all your employees need to take up training ...if sure find out what motivates them to have no interest on training, it may also due to their previous training experiences if so try to reschedule the training program after that you need to point out them the reasons behind your interest to offer them training program...
29th September 2016 From India, undefined