Dear Mr Bhavesh Upadhyay,
Before going ahead with the training programme, you should create mechanism to ensure that its implementation is done. Not many companies are able to do that.
Lot of follow up is required after the training. Convince your management first to assign this task to someone of follow up and then go ahead with the training.
There is always a situation wherein:
(a) post-training feedback was very good but no change was seen in the operations.
(b) After the training, for a week or so there was change in behaviour of the participants. Situation is back to square one after that.
With proper follow-up you can avoid above situations. Another important thing is to link learning to performance appraisal. Once you do that, there will be obvious change, though per force.
Lastly, failure to implement learning should be taken seriously. As long as there is no discipline, you cannot ensure that implementation of learning happens.
The query that you have asked does not fall within purview of training professionals. This is HR challenge. Training increases competency. Maintaining levels of competencies to the desired level is HR job and not training professionals job. Of course both need to work in tandem. But in this case HR has to override training.
Let me quote here what Abigail Adams has said - "Learning is not attained by chance; it must be sought for with ardour and attended to with diligence".
Alas one had employees who seek learning with ardour and attend it with due diligence, then probably the world would have been far different and simple place to live in!
Ok...
Dinesh V Divekar