Struggling to Get Trainees to Attend Communication Training: How Can I Overcome This Challenge?

Dear All,

I find it difficult to assemble the trainees in my organization for the communication training, which is conducted only for an hour and that too thrice a week. They say they have deliverables and deadlines to meet. I addressed the concern to the HR Manager, but in vain since the trainees come for the following two sessions after the meeting, and then they are back to square one, again leading to absenteeism.

WHAT SHOULD I DO?

Please suggest!

Chow, Michelle

Hi,

Discuss the issue with their reporting manager and also try to convey to them the importance of good communication skills in today's business world. Explain to them that all their hard work will go in vain if they lack communication skills. Focus on the effects of bad communication. This might make a difference.

Hi Michelle,

Some questions that will help us advise you better:

1) What is the duration of your program?
2) Is it broken up into multiple sessions, or is the same session repeated?
3) How many participants per session? What's the design?
4) What is the cost of running this program? Could you provide a breakdown of this?
5) What is the purpose of the training? Who has requested it - HR, reporting manager, or employees?
6) What time of the day have you chosen to conduct your sessions?
7) What's the method of delivery - chalk and talk or interactive?

I believe that once you answer these questions, things will become clearer. All the best.

Regards,
Ryan

Thank you for taking the time to respond! It's highly appreciated.

It's in vain to discuss with the RMs (I've tried) since they are the ones who delegate the tasks to their subordinates, and for them, CLIENT DEADLINES AND DELIVERABLES ARE THE MOST IMPORTANT (I understand) - so they prioritize it accordingly. Hence, I am in a fix. This is, of course, a challenge for me.

Hello Ryan,

Thanks for taking the time to respond! I highly appreciate it.

Following are the answers to your questions:

1) What is the duration of your program?

Since I am an onboard trainer in my organization, training is a continuous process (as it is otherwise as well). Hence, the duration depends upon the improvement shown by the trainees during training.

2) Is it broken up into multiple sessions, or is the same session repeated?

We have different departments here, so I take up the batches department-wise. However, all the departments have sessions thrice a week, one hour per session. The days, however, would vary from department to department.

To cover up the missed sessions by the participants, I have also started a revisional batch, but mostly everyone turns up for that revisional session (though at times some don't).

3) How many participants per session? What's the design?

Since it's department-wise, the number of participants varies. It could be anywhere from 8 to 20 per batch.

4) What is the cost of running this program? Can you give a breakdown of this?

The cost is the salary that they pay me. That's all, I guess.

5) What is the purpose of the training? Who has requested it, HR, reporting manager, or employees?

Purpose: Help them work towards their areas of improvement in communication.

Requested By: VP, HR Manager

6) What time of the day have you chosen to conduct your session?

I asked the participants to come up with their convenient times, yet they don't turn up (this sometimes really frustrates me!!). It's either in the afternoon for some and in the evening for others.

7) What's the method of delivery, chalk and talk, or interaction?

It's interactive, with PowerPoint presentations followed by exercises and energizers whenever possible, since I only have an hour with them. I also ensure to induce humor in my sessions.

Despite all the efforts taken, the output is very unsatisfactory.

Having answered your questions, I hope you could now suggest improvements.

Thanks again!

Kavita

Hi,

Aside from making repeated attempts to convince/educate the senior management to assign priority to training, I doubt if you can do much. I say this as I find:

1) It is strange to have "clients' deadlines" and "deliverables" as responsibilities of the "trainees."

2) It means that the trainees that we are talking about are NOT TRAINEES in the real sense.

3) It is clear that the organization that treats trainees as regular employees (accountable for performance) is clearly engaging in UNFAIR practices, to say the least.

It is evident that the HR conceptual base of the organization is WEAK or dishonest. It is grossly wrong to not treat the trainees as TRAINEES in the real sense.

My suggestion is to keep trying and hoping for a positive change in the mindset of the organization. But beyond a point of time (which you have to choose), I am afraid you would be wasting your time in such a climate. Alternatively, you may conform to the present reality of your organization and agree to decay professionally, which I urge you not to!

The rest is up to you.

Regards,

Samvedan

May 17, 2007

Hi Kavita,

Do not get upset. Try this.

Request your HR Manager to have a meeting with the Department heads.

The discussion should focus on the importance of communication skills of the team members.

1. Find out the interested members to participate in the beginning. Just send an email to all the team members with copies to team heads stating that "Employees who are interested in developing communication skills can enroll themselves with the consent of their department heads for the class."

2. Initially conduct the class only for them. Slowly, everybody will try to participate.

3. Cut the session to 30 minutes.

4. Try scheduling the session between 11 a.m. and 11:30 a.m.

5. Have more interactions in the class.

6. Make sure that you complete the session within a short period. Although learning is a continuous process, it can be divided into semesters. Similarly, your communication class should span 3-4 months.

7. Once a batch is completed, then you can conduct the next batch. Do not keep adding members in between a batch as and when they join. This will avoid repetition of the same topic, and you will have batches throughout the year.

Hope this helps.

Priya Maran G

Dear Kavita,

I see that you are passionate about what you are doing and desperately hoping that your seniors and also the trainees see the program the way you do. The problem then is not with the product but in selling it to the 'customer'. The 'customer' has to be sold on the product. He should see tangible benefits. He should be made to see, rather. To do this,

1. Articulate and document the benefits of the program and communicate them to the HoDs and also the employees (trainees).

2. Obtain and share any positive feedback from previous participants.

3. Identify the real reasons for the poor response to a good product and try to address it directly. For example, doing the program department-wise means that one department will have to spare a large number of employees for the program, which may not be possible at all. Hence, if you have a mix of departments, each department will have to spare only a fewer number at a time, making the program more attractive to them on this score also.

Let me know if you tried and how it worked, if at all!

All the very best!

Hi Kavita,

I had written a response to you, but my LAN connection took a break :D so I'm retyping it :(

Your responses have definitely helped in clarifying the situation. Some immediate observations:

1) I don't get the impression that TNI (Training Needs Identification) was done before the decision and design of the program.

2) Your costing of the training is incomplete. You should also add the cost of the resources like a conference room, stationery, snacks, LCD/AV equipment in addition to your salary.

3) Your method of delivery is fine. As a variation, you may want to show a snippet of film and hold a group discussion after that.

4) It appears that the department head and/or HR want to have the program, but the employees don't see any value in the program.

Therefore, please clarify:

1) What is supposed to happen or not happen at the end of the session? 2) What should there be more or less of after the program.

3) What is the evaluation method you have for the program? I am sure you will get a pretty good idea if your feedback form is made keeping in mind the objective of the program. Be VERY suspicious if you get ALL HIGH ratings.

4) Most of all, how was it decided that communication skills are required? When they said communication, did they mean verbal (language), written (business language), interpersonal (team communication), or communication with customers? Your program design would differ based on this.

Suggestions for you:

1) Get your participants nominated by the department head only. Thereafter, send them an invite that can be signed by you & HR Head. This letter (hard copy or email) must be sent to them 1 week in advance so that they can schedule time for this.

2) Do not accept last-minute dropouts unless there are serious reasons and only if you get a replacement. For other dropouts, ask them to inform you through their department head AND provide a replacement trainee.

3) You may be doing this already - Maintain an attendance sheet for each session. Take attendance at the end of the program and send a list of absentees to the department head with a cc to the HR head.

4) The training cost, which you have now calculated as I have shown above, should be broken down to a per participant cost. This cost is to be billed to the department head.

5) You could try to have your session first thing in the morning and end it with a tea break, or you can have it just before lunch. Please don't do it after lunch or before EOD.

6) Be strict about timings (yeah, I know it sounds harsh - but you are not in the session for time pass). Introduce fines for latecomers. Blacklist those who misbehave during the session.

7) Since the session will be a regular feature, book your conference room continuously for a particular day/s of the week for a month or 2. This way, you establish an identity/time/place for your training program. Avoid adjusting the usage of the conference room at the last minute with other departments.

You should do some or all of these things for all programs, not just the current one, especially TNI before any program. I am sure that following some of the actions given above will help you in getting better results.

All the best and let me know how it turns out.

Regards,

Ryan

Dear Chow,

If you will identify certain different techniques for communication training, it may be helpful. I think the following methods may work:

1. Delivering the session in a manner different from the routine one.
2. Finding an area of interest where trainees would like to earn learning; then they will find it worthwhile and interesting.
3. Using interesting activities for trainees (relevant to training) for learning.
4. Allow them to find their learning; if they don't, they won't like to be trained.
5. The use of role-playing will keep them involved.

Regards,
Arun

Hi everyone,

I have a similar problem, but it's not about the trainees; it's about my probationary and permanent employees. They do not attend any of the sessions, saying they have a lot of work pressure, and training has become just a formality. I have highlighted the issue to the senior management with all the statistics, but there has been no positive response. Can you suggest something on this?

Hi Mons,

I think if you can add a section called skills upgrading or learning in everyone's KRAs, you will see an improvement in attendance, though it may not result in more learning and better results on the job. All the best.

Regards,
Ryan

Dear Member,

I have gone through all the notings of our group. It appears that the main issue is absenteeism. Firstly, in response to inquiries, some individuals claim to have more important tasks to attend to. Secondly, it seems that you have not effectively communicated with your supervisors.

The challenge we face is ensuring that classes run smoothly. I suggest approaching senior management and obtaining their approval for conducting these classes. It would be beneficial to schedule the classes 40 minutes before the end of the office day.

Additionally, please ensure all managers nominate at least two individuals from their departments. If we implement these steps, things should improve. Alternatively, consider seeking explanations from the departments. Ensure the Instructions of Management (IOM) are signed by the appropriate authorities.

Diplomacy plays a crucial role in our field, and with time, we may see positive results in terms of HR. Do you agree with this approach?

Thank you.

Regards,
Yandamuri

Dear Michelle,

This is a common problem that everybody faces in the organization. Everybody may suggest different ways, like talking to your seniors or explaining the benefits of the training program. However, let me tell you frankly, this is all in vain. The best practice that works in your type of organization is PR - Public Relations.

Try to interact with people at all levels and be a part of the troubleshooting process. This is not a one-day process, but you need to find out the pulse of the people, which is the real essence of Human Resources. If people are motivated, you can accomplish your work in minutes, and they will attend the programs regardless of deadlines. I hope this is clear and answers all your questions.

Start by being a frank and open HR professional. I need not explain the icebreakers and other things. Be polite and respectful; you will definitely succeed.

Cheers!!! Sujeet. 😊

Dear Mr. Ryan,

I was very much fascinated by the way you handled the query of Ms. Kavitha. This reply is helping many of the freshers / beginners facing the same problem. Thank you a lot.

RAMESHAN

You can do one thing: forward their attendance through your department. In the case they miss the program, their absence can be duly marked accordingly, in consideration with their HOD.

Regards,
Anubhav

Dear Ma'am,

It's not a comment for your question. I would like to inform you that I am studying in Ooty, and my specialization is in HR. Six months are remaining in my course. After that, I want to do my training in the north side. I think you can help me. If you don't mind, please send a reply to me about your suggestion, ma'am. One of my friends is also interested in doing it.

Please send a reply, ma'am. Thanks

Dear Michelle,

You can try this: Have a regular attendance system. Make attendance reports and send them regularly to the manager/head of the trainees. Tell the trainees that you are doing this. You know that the managers have not asked for this, but this is only a way to put some pressure on the trainees. Since they are only trainees, they won't know if this report means anything to the manager or to you!

Good luck,
Sneha