I really need urgent help on this.
Could anyone tell me what the extraordinary ways are in which companies have increased their uptake in L&D trainings? How did they brand L&D?
Please help me out with this.
From India, Mumbai
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Could anyone tell me what the extraordinary ways are in which companies have increased their uptake in L&D trainings? How did they brand L&D?
Please help me out with this.
From India, Mumbai
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Dear Pratheeksha Praveen,
I wish you had provided the context of your query. What is the nature of your industry, what is your finished product, what is your position, and above all, the logic behind asking this question?
You have asked about the extraordinary ways in which companies have increased their L&D spend. However, before thinking about the "extraordinary" ways, we need to understand what were the "ordinary" ways in your company.
The training department organizes the training programs depending on the training needs. The needs could be individual or organizational. However, the latter has to be given primacy over the former.
Needs, whether individual or organizational, have to be fulfilled. If these are not fulfilled, the organization could suffer losses because of customer dissatisfaction, increased consumption of resources, etc. Against such a backdrop, where is the question of "branding L&D department"? The branding is done for a product or a company. Branding involves intentional activities to influence the customer. In your company, what is the product, and who is the customer of the L&D Department?
In a few companies, the training department organizes the workshops. However, to ensure nominations, the training department has to chase the user departments. This is a totally flawed procedure. Does your company have this flawed approach?
Thanks,
Dinesh Divekar
From India, Bangalore
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8036I wish you had provided the context of your query. What is the nature of your industry, what is your finished product, what is your position, and above all, the logic behind asking this question?
You have asked about the extraordinary ways in which companies have increased their L&D spend. However, before thinking about the "extraordinary" ways, we need to understand what were the "ordinary" ways in your company.
The training department organizes the training programs depending on the training needs. The needs could be individual or organizational. However, the latter has to be given primacy over the former.
Needs, whether individual or organizational, have to be fulfilled. If these are not fulfilled, the organization could suffer losses because of customer dissatisfaction, increased consumption of resources, etc. Against such a backdrop, where is the question of "branding L&D department"? The branding is done for a product or a company. Branding involves intentional activities to influence the customer. In your company, what is the product, and who is the customer of the L&D Department?
In a few companies, the training department organizes the workshops. However, to ensure nominations, the training department has to chase the user departments. This is a totally flawed procedure. Does your company have this flawed approach?
Thanks,
Dinesh Divekar
From India, Bangalore
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Merely "branding" your training is not going to do anything. The problem is likely to be with the training itself and how it is administered.
Training is subjective. It evokes all sorts of reactions from staff, and the most common is "I am not interested". Those of us who are trainers can tell you many stories of running training programs with people in the room WHO DO NOT WANT TO BE THERE, and the resulting problems they can cause us.
Training is like away days, fun days, team-building exercises, and all that sort of stuff. STAFF hate them as they have no choice in the matter. I made my own choice when I was in the workforce - I was conveniently sick that day.
As my colleague Dinesh wrote above, you gave us no information and no context for your inquiry.
You need to go back to square one and look at the training you are offering and its relevance to both the staff and the workplace. Now, there are some training programs that are mandatory for some industries, such as safety, fire protection, health and well-being, etc. But a lot of other training is not necessary for all people. Training departments dream up all sorts of rubbish, mostly to justify their existence, not to fix a problem.
What is your Training Needs Analysis telling you? Are you even doing a TNA to hone in on what exactly is needed? Training is expensive, it needs to be targeted and delivered to the right people, not every person. Staff need to be part of the process. What are they asking for? What DON'T they want? Are you answering their basic question - what's in it for ME??
Secondly, take a good hard look at your training. Do you have fully qualified trainers delivering the courses? Do you have people who stand up in front of a group and just read the words on a PowerPoint and bore everyone in the room stupid? Death by PowerPoint is an insidious scourge on society. Is your training relevant to YOUR organization, or do you ask in forums like this to send you PowerPoints developed for other totally different organizations?
The old maxim - build it and they will come - does not apply to training.
Finally - TALK TO THE STAFF. They will give you the answers.
From Australia, Melbourne
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Training is subjective. It evokes all sorts of reactions from staff, and the most common is "I am not interested". Those of us who are trainers can tell you many stories of running training programs with people in the room WHO DO NOT WANT TO BE THERE, and the resulting problems they can cause us.
Training is like away days, fun days, team-building exercises, and all that sort of stuff. STAFF hate them as they have no choice in the matter. I made my own choice when I was in the workforce - I was conveniently sick that day.
As my colleague Dinesh wrote above, you gave us no information and no context for your inquiry.
You need to go back to square one and look at the training you are offering and its relevance to both the staff and the workplace. Now, there are some training programs that are mandatory for some industries, such as safety, fire protection, health and well-being, etc. But a lot of other training is not necessary for all people. Training departments dream up all sorts of rubbish, mostly to justify their existence, not to fix a problem.
What is your Training Needs Analysis telling you? Are you even doing a TNA to hone in on what exactly is needed? Training is expensive, it needs to be targeted and delivered to the right people, not every person. Staff need to be part of the process. What are they asking for? What DON'T they want? Are you answering their basic question - what's in it for ME??
Secondly, take a good hard look at your training. Do you have fully qualified trainers delivering the courses? Do you have people who stand up in front of a group and just read the words on a PowerPoint and bore everyone in the room stupid? Death by PowerPoint is an insidious scourge on society. Is your training relevant to YOUR organization, or do you ask in forums like this to send you PowerPoints developed for other totally different organizations?
The old maxim - build it and they will come - does not apply to training.
Finally - TALK TO THE STAFF. They will give you the answers.
From Australia, Melbourne
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Hello Pratheeksha Praveen,
Thank you for reaching out with your question about increasing uptake in L&D training and branding strategies. I understand the importance of finding effective ways to enhance training engagement within organizations. Based on the discussion so far, I'd like to provide some insights that may help address your query.
Firstly, it is essential to establish a clear context for your question. Understanding the nature of your industry, your position, and the specific challenges you face will enable us to provide more tailored suggestions. That said, I can offer some general advice on increasing L&D uptake.
Instead of focusing solely on branding the L&D department, it is crucial to prioritize understanding and fulfilling the training needs of both individuals and the organization as a whole. Identifying the training gaps and aligning them with business goals will drive the relevance and effectiveness of your training programs.
To ensure increased participation, it is essential to involve relevant stakeholders early on. Engage with user departments and leaders to understand their needs, gather feedback, and foster collaboration. By involving employees and teams in the training design and decision-making process, you can increase their ownership and buy-in, leading to higher engagement.
Additionally, conducting a Training Needs Analysis (TNA) can help identify the specific training requirements and target the right individuals or groups. This approach ensures that training efforts are focused, cost-effective, and provide tangible benefits to the participants and the organization.
Moreover, the delivery of training plays a significant role in engagement. Consider employing fully qualified trainers who possess the necessary expertise and engaging presentation skills. Avoid relying solely on PowerPoint presentations and focus on interactive and experiential learning methods that cater to different learning preferences.
Lastly, maintaining open lines of communication with your staff is key. Actively seek their input, listen to their needs, and incorporate their suggestions whenever possible. Ensuring that training programs address their individual motivations and offer tangible benefits will help generate interest and participation.
Remember, the effectiveness of L&D training goes beyond branding. It relies on understanding the unique needs of your organization, involving stakeholders, delivering relevant content, and fostering a culture of continuous learning.
I hope these insights help guide you in finding extraordinary ways to increase uptake in L&D training within your organization. If you provide additional context or specific challenges you are facing, I can offer more targeted advice.
From India, Mumbai
Acknowledge(0)Amend(0)
Thank you for reaching out with your question about increasing uptake in L&D training and branding strategies. I understand the importance of finding effective ways to enhance training engagement within organizations. Based on the discussion so far, I'd like to provide some insights that may help address your query.
Firstly, it is essential to establish a clear context for your question. Understanding the nature of your industry, your position, and the specific challenges you face will enable us to provide more tailored suggestions. That said, I can offer some general advice on increasing L&D uptake.
Instead of focusing solely on branding the L&D department, it is crucial to prioritize understanding and fulfilling the training needs of both individuals and the organization as a whole. Identifying the training gaps and aligning them with business goals will drive the relevance and effectiveness of your training programs.
To ensure increased participation, it is essential to involve relevant stakeholders early on. Engage with user departments and leaders to understand their needs, gather feedback, and foster collaboration. By involving employees and teams in the training design and decision-making process, you can increase their ownership and buy-in, leading to higher engagement.
Additionally, conducting a Training Needs Analysis (TNA) can help identify the specific training requirements and target the right individuals or groups. This approach ensures that training efforts are focused, cost-effective, and provide tangible benefits to the participants and the organization.
Moreover, the delivery of training plays a significant role in engagement. Consider employing fully qualified trainers who possess the necessary expertise and engaging presentation skills. Avoid relying solely on PowerPoint presentations and focus on interactive and experiential learning methods that cater to different learning preferences.
Lastly, maintaining open lines of communication with your staff is key. Actively seek their input, listen to their needs, and incorporate their suggestions whenever possible. Ensuring that training programs address their individual motivations and offer tangible benefits will help generate interest and participation.
Remember, the effectiveness of L&D training goes beyond branding. It relies on understanding the unique needs of your organization, involving stakeholders, delivering relevant content, and fostering a culture of continuous learning.
I hope these insights help guide you in finding extraordinary ways to increase uptake in L&D training within your organization. If you provide additional context or specific challenges you are facing, I can offer more targeted advice.
From India, Mumbai
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In one of the organizations I used to work, training was a part of the KRA of the employees.
There were different program series which employees were supposed to attend and do the post-work to be eligible for promotion.
We used to have very good attendance in the training sessions.
From India, Delhi
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There were different program series which employees were supposed to attend and do the post-work to be eligible for promotion.
We used to have very good attendance in the training sessions.
From India, Delhi
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I have benefited from the thoughts shared. L&D update is a significant issue in my organization. Many staff literally have to be dragged to the sessions.
The insights here will help me re-strategize. Thank you
From Uganda
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The insights here will help me re-strategize. Thank you
From Uganda
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Victoria-Nakabugo
If "staff literally have to be dragged" to training sessions, then you have a major problem. That is your FIRST problem to investigate.
Have you asked the staff why they don't want to attend the training? Start with simple steps to resolve this problem first.
Every day I read things here on CiteHR that could be easily dealt with by consulting with staff. STOP making decisions based on what HR wants - solely to justify their own existence - and start acting in the interests of the company and the staff.
Finally, go back and read my first post above.
From Australia, Melbourne
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If "staff literally have to be dragged" to training sessions, then you have a major problem. That is your FIRST problem to investigate.
Have you asked the staff why they don't want to attend the training? Start with simple steps to resolve this problem first.
Every day I read things here on CiteHR that could be easily dealt with by consulting with staff. STOP making decisions based on what HR wants - solely to justify their own existence - and start acting in the interests of the company and the staff.
Finally, go back and read my first post above.
From Australia, Melbourne
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