Why do training fail sometimes?
Who is responsible for an unsuccessful training ?
Is it the Trainer , Vendor, Training Dept, Training Process, ,Sales Managers,Participants…..
I have faced lotz of bad training in last 2-3 year...what we call the training got BOMB or there is fire in the training going on
From my point of view...The L& D dept and training managers experiences,is waht it leads to an unsuccessful training....The Pre- assessment of vendors,Pre- assessment of requirement and trainer is done in bad way.
Kindly, share your experience on the same
Warm Regards,
Manmeet Barve
Mob : 934166556
Key Account Manager,ELS Team,
IIHT Limited,Bangalore.
From India, Bangalore
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Who is responsible for an unsuccessful training ?
Is it the Trainer , Vendor, Training Dept, Training Process, ,Sales Managers,Participants…..
I have faced lotz of bad training in last 2-3 year...what we call the training got BOMB or there is fire in the training going on
From my point of view...The L& D dept and training managers experiences,is waht it leads to an unsuccessful training....The Pre- assessment of vendors,Pre- assessment of requirement and trainer is done in bad way.
Kindly, share your experience on the same
Warm Regards,
Manmeet Barve
Mob : 934166556
Key Account Manager,ELS Team,
IIHT Limited,Bangalore.
From India, Bangalore
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Dear Manmeet,
The same question was raised earlier by another member of this group as well. I had given him a detailed reply at that time. You can click the following link to know my views on the subject: [link no longer exists - removed].
Recently, I conducted a training program in Mumbai for the branch managers of a company with branches in multiple cities. These managers were provided with free accommodation in a nearby hotel. Taking advantage of this "free" facility, most of the managers wined and dined well past midnight the preceding night. The next day, I found them in a sleepy mood right at 10:00 hours. When inquired, they openly admitted that they were drinking until 1 o'clock!
With this attitude, no training can succeed. I remember the following quotes:
"Lack of a learning attitude has done more harm to this world than ignorance."
"Teachers open the door, but you must enter by yourself." - Chinese proverb
Thanks,
Dinesh V Divekar
Soft Skill & Behavioural Trainer, Bangalore
From India, Bangalore
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8036The same question was raised earlier by another member of this group as well. I had given him a detailed reply at that time. You can click the following link to know my views on the subject: [link no longer exists - removed].
Recently, I conducted a training program in Mumbai for the branch managers of a company with branches in multiple cities. These managers were provided with free accommodation in a nearby hotel. Taking advantage of this "free" facility, most of the managers wined and dined well past midnight the preceding night. The next day, I found them in a sleepy mood right at 10:00 hours. When inquired, they openly admitted that they were drinking until 1 o'clock!
With this attitude, no training can succeed. I remember the following quotes:
"Lack of a learning attitude has done more harm to this world than ignorance."
"Teachers open the door, but you must enter by yourself." - Chinese proverb
Thanks,
Dinesh V Divekar
Soft Skill & Behavioural Trainer, Bangalore
From India, Bangalore
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Training failure is oftentimes a result of miscommunication and lack of cooperation between the trainor and the trainees, as simple as that.
From Philippines
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From Philippines
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Hello Manmeet:
>Why do training fail sometimes? <
When training fails sometimes it indicates that the hiring managers make bad hiring decisions sometimes.
>Who is responsible for an unsuccessful training ?<
If training fails sometimes, the problem isn't with the training it is with the trainees who fail.
>Is it the Trainer, Vendor, Training Dept, Training Process, Sales Managers, Participants…..<
It starts with the hiring manager if training fails only sometimes.
>...The L& D dept and training managers experiences,is waht it leads to an unsuccessful training....The Pre- assessment of vendors,Pre- assessment of requirement and trainer is done in bad way. <
If we believe that training should be successful no matter who is trained, we are making a mistake.
When we train employees who are not hired for their job related talent we should not be surprised that some of them are less than successful after training.
Bob Gately
From United States, Chelsea
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>Why do training fail sometimes? <
When training fails sometimes it indicates that the hiring managers make bad hiring decisions sometimes.
>Who is responsible for an unsuccessful training ?<
If training fails sometimes, the problem isn't with the training it is with the trainees who fail.
>Is it the Trainer, Vendor, Training Dept, Training Process, Sales Managers, Participants…..<
It starts with the hiring manager if training fails only sometimes.
>...The L& D dept and training managers experiences,is waht it leads to an unsuccessful training....The Pre- assessment of vendors,Pre- assessment of requirement and trainer is done in bad way. <
If we believe that training should be successful no matter who is trained, we are making a mistake.
When we train employees who are not hired for their job related talent we should not be surprised that some of them are less than successful after training.
Bob Gately
From United States, Chelsea
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Hello Manmeet. In any training program, there are a number of points of possible failure. To be brief, these include:
Needs assessment:
The initial problem was not one that training could fix.
The organization’s objectives and/or the training objectives were unclear or poorly stated.
Insufficient money was budgeted for the program.
Program design/development:
Insufficient opportunity for practice/discussion was built in.
Incorrect media were used (e.g., CDROM when classroom more effective).
Incorrect methods were used (e.g., lecture when role-play more effective).
Program delivery:
An incompetent/unqualified trainer was used.
The training was rushed.
Program materials (workbooks, guides, etc) were missing or of poor quality.
Training transfer:
Company incentives rewarded the old behaviors.
Participants’ supervisors did not believe in the program.
Participants did not know why they were attending the program.
No on-the-job assistance/coaching was provided to bed in the new skills.
Participants did not believe that the new skills are required for their job.
This is not meant to be a complete list. With some experts estimating that only some 10 or 20% of training results in actual workplace benefit, there is much more to the story than this. You can find out more in my book, From Training to Enhanced Workplace Performance
As for who is responsible for the training program’s success. Responsibility lies with all three major stakeholders: trainers, participants and their managers. We call this the training transfer partnership
Les Allan
Training Tools and Resources
http://www.businessperform.com
From Australia, Glen Waverley
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Needs assessment:
The initial problem was not one that training could fix.
The organization’s objectives and/or the training objectives were unclear or poorly stated.
Insufficient money was budgeted for the program.
Program design/development:
Insufficient opportunity for practice/discussion was built in.
Incorrect media were used (e.g., CDROM when classroom more effective).
Incorrect methods were used (e.g., lecture when role-play more effective).
Program delivery:
An incompetent/unqualified trainer was used.
The training was rushed.
Program materials (workbooks, guides, etc) were missing or of poor quality.
Training transfer:
Company incentives rewarded the old behaviors.
Participants’ supervisors did not believe in the program.
Participants did not know why they were attending the program.
No on-the-job assistance/coaching was provided to bed in the new skills.
Participants did not believe that the new skills are required for their job.
This is not meant to be a complete list. With some experts estimating that only some 10 or 20% of training results in actual workplace benefit, there is much more to the story than this. You can find out more in my book, From Training to Enhanced Workplace Performance
As for who is responsible for the training program’s success. Responsibility lies with all three major stakeholders: trainers, participants and their managers. We call this the training transfer partnership
Les Allan
Training Tools and Resources
http://www.businessperform.com
From Australia, Glen Waverley
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Hi Manmeet,
Trainings will fail until the time companies take them seriously. I find many companies just organize training for the heck of it.
If the training fails, the responsibility lies with the HR department and/or Learning & Development department.
Like the case mentioned by Mr. Dinesh here, if people were drinking late at night, who is responsible? The guys who were feeling sleepy after drinks?
Yes, the participants are responsible, but it is the company's culture that is to be held responsible.
I conduct almost two major training programs every month, and I notice differences between various companies.
In one of the residential programs, the Managing Director was also a participant.
At night, while we were all having drinks, he stood up to leave at 10:30 pm, clearly stating that he didn't want to be late or feel sleepy the next day.
So, the problem with trainers and content can also exist, but who selects the trainers, content, TNA? Again, it's the HR Department or Learning & Development Department.
In conclusion, in my opinion and experience, the training fails due to:
HR department and/or Learning/Training department
and company's culture.
Cheers!
Archna K. Sharma
Trainer and Consultant
From India, Delhi
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Trainings will fail until the time companies take them seriously. I find many companies just organize training for the heck of it.
If the training fails, the responsibility lies with the HR department and/or Learning & Development department.
Like the case mentioned by Mr. Dinesh here, if people were drinking late at night, who is responsible? The guys who were feeling sleepy after drinks?
Yes, the participants are responsible, but it is the company's culture that is to be held responsible.
I conduct almost two major training programs every month, and I notice differences between various companies.
In one of the residential programs, the Managing Director was also a participant.
At night, while we were all having drinks, he stood up to leave at 10:30 pm, clearly stating that he didn't want to be late or feel sleepy the next day.
So, the problem with trainers and content can also exist, but who selects the trainers, content, TNA? Again, it's the HR Department or Learning & Development Department.
In conclusion, in my opinion and experience, the training fails due to:
HR department and/or Learning/Training department
and company's culture.
Cheers!
Archna K. Sharma
Trainer and Consultant
From India, Delhi
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friend whatever may be the reasons it is the whole team which involves to make a traning a success. with regards valbooj
From India, Hyderabad
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From India, Hyderabad
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Dear Training fails due to lack of Training Need Analysis, until and unless training need analysis is properly done, training will not be successful. What is TNA? TNA is to check whether there is a need for training and what sort of training employees need. It covers the entire training program. For example, technicians are not usually literate, so they require on-the-job training rather than classroom training with expensive trainers and lots of written material.
If you have more queries, feel free to ask.
Regards,
Shahzad
From Pakistan, Karachi
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If you have more queries, feel free to ask.
Regards,
Shahzad
From Pakistan, Karachi
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I would like to add some more important factors that I have learned in the last few days:
1. Soft Skills Training:
- Main Reason:
a. Ego problems between trainer and participants.
b. No relevant examples shared.
c. Trainer lacking knowledge in the participants' process areas.
2. Technical Training:
- IT related: Hardware Setup
a. Most technical trainers start technical training from the beginning, resulting in a lack of project-based experience.
3. Certification Training (PMP, ITIL, MSCE, others):
- The training is conducted very quickly and follows course notes.
4. Outbound Programs:
- The homework done by the vendor company is not satisfactory.
5. Conference (Conferences are not training sessions):
- The number of participants is higher than the number of speakers.
- Goal setting is not properly addressed.
From India, Bangalore
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1. Soft Skills Training:
- Main Reason:
a. Ego problems between trainer and participants.
b. No relevant examples shared.
c. Trainer lacking knowledge in the participants' process areas.
2. Technical Training:
- IT related: Hardware Setup
a. Most technical trainers start technical training from the beginning, resulting in a lack of project-based experience.
3. Certification Training (PMP, ITIL, MSCE, others):
- The training is conducted very quickly and follows course notes.
4. Outbound Programs:
- The homework done by the vendor company is not satisfactory.
5. Conference (Conferences are not training sessions):
- The number of participants is higher than the number of speakers.
- Goal setting is not properly addressed.
From India, Bangalore
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I have some inputs on this:
Problem with training:
1. Something wrong with the basic assumption: Most of the Training programs are done with a basic assumption that Training leads to Learning, but there may not be any direct cause and effect relationship.
2. Assumption: Participants learn what the trainers teach, and learning is a very simple function of the capacity of the participants to learn and the ability of the trainers to teach.
Truth: Learning is a complex function of the motivation and capacity of individual participants, the norms of the training group, the training method, behavior of the trainer, trust, the general climate of the organization, etc.
3. Assumption: Individual learning/action leads to improvement on the job.
Truth: Improvement on the job is a complex function of individual learning, norms of the working group, organization culture.
4. Since on-the-job performance depends on the above-mentioned variables, it may lead to frustration of the individual. The next time he attends any training program, he would be skeptical about the outcomes.
5. Excessive use of ready-made material, more importance on face value rather than actual learning.
6. Convenient outcomes: Trainers follow an uncontroversial path. The participants/organizers must be happy.
7. Incompetent trainers who heavily rely on standard modules: Have no clue about action science approach, system thinking, socio-technical systems, and other experiential learning tools.
Deboleena Roy
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Problem with training:
1. Something wrong with the basic assumption: Most of the Training programs are done with a basic assumption that Training leads to Learning, but there may not be any direct cause and effect relationship.
2. Assumption: Participants learn what the trainers teach, and learning is a very simple function of the capacity of the participants to learn and the ability of the trainers to teach.
Truth: Learning is a complex function of the motivation and capacity of individual participants, the norms of the training group, the training method, behavior of the trainer, trust, the general climate of the organization, etc.
3. Assumption: Individual learning/action leads to improvement on the job.
Truth: Improvement on the job is a complex function of individual learning, norms of the working group, organization culture.
4. Since on-the-job performance depends on the above-mentioned variables, it may lead to frustration of the individual. The next time he attends any training program, he would be skeptical about the outcomes.
5. Excessive use of ready-made material, more importance on face value rather than actual learning.
6. Convenient outcomes: Trainers follow an uncontroversial path. The participants/organizers must be happy.
7. Incompetent trainers who heavily rely on standard modules: Have no clue about action science approach, system thinking, socio-technical systems, and other experiential learning tools.
Deboleena Roy
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I think training does not fail until the trainer thinks that. First, the people who attend the training should feel that what they are taught is for them. Secondly, such a hype should be created about the program before it starts that if it is missed, people should think they have missed a very important opportunity in life. Training must be a continuous process, and the people who attend training should be checked by giving them small achievable projects and asking them about their development. Lastly, a get-together must be organized where the attendees will share their feelings on a continuous basis so that they are inspired more and get motivated by seeing their colleagues and not just a trainer.
From India, Nanded
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From India, Nanded
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Program Life cycle for Softskills Training.ppt