Training Doesn't Work: It's Time We Ask The Right Question

Hey friends,

In an article on training and development that I came across ("Training Doesn't Work: It's Time We Ask the Right Question"), I have attached the document. I would like to share some insights.

Regards, Deepali

Hi Deepali,

Interesting article. Training is not the answer to all performance-related problems; it has its limitations. These limitations are exposed if training is treated as an isolated function. However, if training is properly linked to other systems, it can be more effective. More importantly, the organizational culture should foster creativity, experimentation, and continuous learning. Organizational learning is a larger canvas that encompasses this.

Regards,
Rajeev.V

That's absolutely true, Rajveev. Training functions at a larger scale, and the concepts vary from industry to industry. Thanks for your inputs.

Regards,
Deepali

Dear Deepali,

"No organization can succeed in a globalized environment unless its people have adequate knowledge and skills." Recognizing the need to be competitive in order to respond to the challenge of competition and to ever-demanding customer expectations. However, there is another inbuilt challenge that calls for a renewed partnership between the company and every individual associated with it. The organization reaffirms its commitment to training and related investment for the same to be measurable and deliver demonstrable benefits against organizational requirements as well as individual needs.

Thanks & Regards,

K D Pandey

Pranam,

I have a discussion forum in the same line as this, and it is absolutely the need of the hour. Training is a process and not the end. The process has to be updated and delivered periodically.

(My Topic: Training and Development - Percentage of success in an organization)

Shihan Dr. C.J. Jeyachander

Training process is ongoing, and there is no end. As we all know, learning has no endpoint. Please let me know if you need any information on the training process. Maybe I can learn more if you all can share some knowledge on the same.

Regards,
Deepali

Dear,

Somewhat, you are right. Training doesn't work as needed is not properly analyzed. Otherwise, in today's competitive environment, it's very important that your people grow by learning new skills. Then, your organization will grow. So, training is a must. However, to make the training worthwhile, it is required to do proper needs analysis, design effectively, and select an effective mode of delivery. Therefore, there should not be a pre-training effect.

"Nowadays, we don't train but rather COACH!!

Of course, if you are a coach, that is what you usually do on the individual level. But again, the business environment varies a lot, and in the end, it will all depend on the strategy one has to take.

Deepalime is correct in writing that training is an ongoing process, but it is better to say that learning is a never-ending process because the emphasis here is on the individual learner. Funny thing though, I always hear the phrase "we never learn" when we keep on making the same mistakes. However, for an individual to recognize the fact that he "never learns" is a learning in itself."

Hi Dipali,

Research has shown that 68% of learning happens on the job, 20% through coaching from the boss, and only 12% through off-the-job training. Therefore, the limitation of classroom training for development should be recognized by all HR professionals and CEOs.

Dilip Varma

Thanks Deepali for a great article. The point about tying training to the strategic objectives of the organization is a very important one. We have also done some work in this area and have developed a model for moving an organization towards making better use of their training resources. You can read more about our training management maturity model at http://www.businessperform.com/html/..._practice.html

The model illustrates four levels that an organization progresses through to maximize the impact of training:

Level 1 – Visibility focuses on training administration

Level 2 – Standards focuses on program development and delivery

Level 3 – Planning focuses on training strategy and planning

Level 4 – Performance focuses on performance consulting

Another article explains in more detail how an organization can use the model to improve its training effectiveness. You can read it at http://www.businessperform.com/html/...ctiveness.html

Vicki Heath

Training Management Resources

http://www.businessperform.com

"We never learn"... seems to be a very negative thought. We learn a lot, but it's just that not everyone wants to implement it. The successful person is the one who implements their good learning for their own and others' development. Anyway, we will not discuss who learns and who doesn't, but rather what new things we can learn and implement in our lives to make our lives worth living.

I learned something from the following story and would like to share it with you all:

A Chat with God...

God: Hello. Did you call me?

Me: Called you? No. Who is this?

God: This is GOD. I heard your prayers, so I thought I would chat with you.

Me: I do pray. It just makes me feel good. I am actually busy now. I am in the midst of something.

God: What are you busy with? Ants are busy too.

Me: Don't know. But I can't find free time. Life has become hectic. It's rush hour all the time.

God: Sure. Activity keeps you busy. But productivity gets you results. Activity consumes time. Productivity frees it.

Me: I understand. But I still can't figure it out. By the way, I was not expecting YOU to buzz me on instant messaging chat.

God: Well, I wanted to resolve your struggle for time by giving you some clarity. In this internet era, I wanted to reach you through the medium you are comfortable with.

Me: Tell me, why has life become so complicated now?

God: Stop analyzing life. Just live it. Analysis is what makes it complicated.

Me: Why are we constantly unhappy then?

God: Your today is the tomorrow that you worried about yesterday. You are worrying because you are analyzing. Worrying has become your habit. That's why you are not happy.

Me: But how can we not worry when there is so much uncertainty?

God: Uncertainty is inevitable, but worrying is optional.

Me: But then, there is so much pain due to uncertainty...

God: Pain is inevitable, but suffering is optional.

Me: If suffering is optional, why do good people always suffer?

God: Diamond cannot be polished without friction. Gold cannot be purified without fire. Good people go through trials, but they don't suffer. With that experience, their life becomes better, not bitter.

Me: You mean to say such experience is useful?

God: Yes. In every term, Experience is a hard teacher. She gives the test first and the lessons afterwards.

Me: But still, why should we go through such tests? Why can't we be free from problems?

God: Problems are:

Purposeful

Roadblocks

Offering

Beneficial

Lessons to

Enhance

Mental

Strength.

Inner strength comes from struggle and endurance, not when you are free from problems.

Me: Frankly, in the midst of so many problems, we don't know where we are heading...

God: If you look outside, you will not know where you are heading. Look inside. Looking outside, you dream. Looking inside, you awaken. Eyes provide sight. Heart provides insight.

Me: Sometimes not succeeding fast seems to hurt more than moving in the right direction. What should I do?

God: Success is a measure as decided by others. Satisfaction is a measure as decided by you. Knowing the road ahead is more satisfying than knowing you rode ahead. You work with the compass (direction). Let others work with the clock.

Me: In tough times, how do you stay motivated?

God: Always look at how far you have come rather than how far you have to go. Always count your blessings, not what you are missing.

Me: What surprises you about people?

God: When they suffer, they ask, "why me?" When they prosper, they never ask "Why me?" Everyone wishes to have truth on their side, but few want to be on the side of the truth.

Me: Sometimes I ask, who am I, why am I here. I can't get the answer.

God: Seek not to find who you are, but to determine who you want to be. Stop looking for a purpose as to why you are here. Create it. Life is not a process of discovery, but a process of creation.

Me: How can I get the best out of life?

God: Face your past without regret. Handle your present with confidence. Prepare for the future without fear.

Me: One last question. Sometimes I feel my prayers are not answered.

God: There are no unanswered prayers. At times the answer is NO.

Me: Thank you for this wonderful chat. I am so happy to start the New Day with a new sense of inspiration.

God: Well. Keep the faith and drop the fear. Don't believe your doubts and doubt your beliefs. Life is a mystery to solve, not a problem to resolve. Trust me. Life is wonderful if you know how to live.

Happy learning!!!

Regards,

Deepali

Here's something that gives us some food for thought.... I read this somewhere (don't really recollect where):

"Most of us only know how to be taught...we haven't learned how to learn."

Thoughts, people???

Kamal

I strongly believe that training is important for each and every member of an organization as it helps us to enhance our KSAs. Moreover, the success of a training program depends on how carefully we have executed the training process, right from the analysis of training needs to its evaluation.

Training helps the employees to be more competent and would also help them to fill up the gaps that arise between the competencies they have and those demanded by the particular job on which they work.

Hi Deepali,

Training doesn't work - it's not the first time we have heard of that one. It's like world hunger. No one cure for this ill. No panacea. Unfortunately, in the public eye, training is the first aid - the band-aid and the CPR for all business and productivity criticalities.

Truth is, adults retain only about 20 to 27% of class learning. Experiential learning is thus of better retention value - standing at 35 to 42%. And this knowledge too has a shelf life only if refreshers are a regular feature to reinstate the assimilated data further.

Behavioral and soft skills are even harder to evaluate in terms of benefits and application, and the skepticism is vivid. But we all know in gross reality, acquired skills and not ascribed, contribute to persona. And most successful people were not just mere technically process intelligent but chiseled in a multitude of behavioral skills that gave them mileage.

If training does not work - then learning does not work - perhaps it's time to understand adult learning techniques, rather than stop the hand that rocks the cradle.

Regards,

Seema Raghunath

Hello Deepali,

If all our trainees become successful employees, we have a few questions to ask.

If all our trainees fail to become successful employees, we have many questions to ask.

If some of our trainees become successful employees, we have one question to ask: why are these employees successful? The answer to this question is talent. The successful employees have the talent for the job.

Hiring for talent is the key to hiring successful employees. If we want to be sure that all our new hires and employees become long-term successful employees, we need to make sure that all employees are competent and have a talent for their jobs.

For employees to find job success:

- Talent is necessary, but not sufficient.
- Skills are necessary, but not sufficient.
- Training is necessary, but not sufficient.
- Orientation is necessary, but not sufficient.
- Knowledge is necessary, but not sufficient.
- Competency is necessary, but not sufficient.
- Qualifications are necessary, but not sufficient.
- Effective management is necessary, but not sufficient.

Talent is the only necessary condition for job success that employers cannot provide their employees, and schools cannot provide their students. Employers must hire talent. For more insights, refer to the book "First, Break All the Rules: What the World's Greatest Managers Do Differently" and see my review at http://tinyurl.com/cwpa9.

Most employers don't measure talent, so they can't hire for talent even if they do hire the best and the brightest.

Competence and talent are necessary, but they are not the same. The following ties competence and talent together in a short guide for selecting the right people for a position. Talent and competence are necessary, but they are two different things. Selecting for competence and talent avoids many performance problems. There are two conditions, see 3A and 3B below, when competent people should not be hired or selected for a position. Each position has its talent requirement.

Job applicants can have:

- Excellent Talent ... greater than 85% job suitability
- Adequate Talent ... 85% to 70% job suitability
- Inadequate Talent ... less than 70% job suitability

Job applicants can also be:

- Highly Competent
- Competent
- Not Competent

The following is the order in which applicants and/or employees should be selected for positions:

- 1A = Excellent Talent and Highly Competent
- 1B = Excellent Talent and Competent
- 2A = Adequate Talent and Highly Competent
- 2B = Adequate Talent and Competent

The following should be selected if they can become competent:

- 1C = Excellent Talent and Not Competent
- 2C = Adequate Talent and Not Competent

The following should not be selected:

- 3A = Inadequate Talent and Highly Competent
- 3B = Inadequate Talent and Competent
- 3C = Inadequate Talent and Not Competent

Talent must be hired since it cannot be imparted or acquired after the hire.

Hello Deepali,

Thank you for your thoughtful message.

That was a valuable piece of learning for us HR professionals as we are constantly in search of talent and striving for competency, both for ourselves and for our employees.

I have a question: Can a one-day training program on a subject like Assertiveness Skills truly enable our employees to learn it effectively?

The answer I have arrived at, which aligns with the sentiments of my fellow HR colleagues on CiteHR, is that the key factor is the individual's hunger to learn and apply new skills. We can guide and support our employees by offering extensive learning and developmental opportunities, akin to coaching, but ultimately, their eagerness to learn will determine their success.

I appreciate the engaging discussion with all of you.

Warm regards,
Deepali

Hello Deepali:

Thanks Bob,

You're welcome and it is my pleasure.

That was a good piece of learning for us HR professionals as we are constantly in the hunt for the upgradation of talent and competency for ourselves and for our employees. Thank you for sharing that with me.

But I have one question: Can a one-day training program on a subject like Assertiveness Skills make our employees learn it? We can teach, but we cannot make the learner use what they have learned, assuming they have learned something.

The answer I found for myself is exactly what my other Cite HR friends feel - it's the hunger to learn and practice things. I don't doubt that many of us have a hunger to learn, but after we learn, we need to use it successfully for a long time while enjoying it. That is not easy.

One can lead a horse to water and ask him to drink, but the remaining job is that of the horse.

Similarly, we are facilitating our employees by providing them with huge Learning and Developmental skills, or you can say a kind of coaching, and to some extent can work hard for the same. But the rest is up to their eagerness to learn things. I agree, but employers often train the wrong people, which isn't fair to the employees, trainers, or the employer.

Thanks to all of you for the wonderful discussion.

You're welcome.

Bob