Dear All,
The “honeymoon effect” of typical training programs might start with improvement immediately following the program, but within months it drops precipitously.
Why does this happen? How to manage this to get the full outcome of any training program?
Thanks
Manish
From India, Nagpur
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17The “honeymoon effect” of typical training programs might start with improvement immediately following the program, but within months it drops precipitously.
Why does this happen? How to manage this to get the full outcome of any training program?
Thanks
Manish
From India, Nagpur
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Hi Manish,
You are right. During the training programs, all the participants are energetic and enthusiastic. However, when these participants return to their base, the energy and message are lost. But yes, there is a methodology in which we can manage the tempo by adopting e-learning practices and uploading content on a regular basis. This way, the participants can enroll and take these courses, which will be linked to their Key Result Areas (KRA) and still maintain the momentum.
Regards,
Rahul Gurjar
From India, Mumbai
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You are right. During the training programs, all the participants are energetic and enthusiastic. However, when these participants return to their base, the energy and message are lost. But yes, there is a methodology in which we can manage the tempo by adopting e-learning practices and uploading content on a regular basis. This way, the participants can enroll and take these courses, which will be linked to their Key Result Areas (KRA) and still maintain the momentum.
Regards,
Rahul Gurjar
From India, Mumbai
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Dear Manish,
I do not agree that training creates a honeymoon effect. Yes, it will create an effect of this kind provided one wants to create that effect!
Before you go ahead with the training, two things are required. One is that you should know clearly where you want to see your participants after the training. What you wish to reduce and what you wish to increase. There has to be clarity. Secondly, who is going to do the follow-up after the training?
Training is not something like a bill that is passed in the parliament. Our parliament passes the bill and makes it an act, but not necessarily budgetary provisions are made to implement this act. Secondly, there is no increase in manpower to implement the change also. An average police person is responsible for the implementation of a whole lot of laws. Furthermore, even if ten bills are passed, it does not matter to them because there is no education for them on its execution.
When I conduct the training, I always create an action plan after the training. This is a time-bound action plan. Now it is the HR's or Training Manager's responsibility to check whether the implementation is done or not. If the implementation is not done, then what provisions do you have to take disciplinary action?
Treat training as a disciplinary issue and see the change. Probably your staff is too institutionalized, and your view could be centric to your company culture.
Ok...
Dinesh V Divekar
From India, Bangalore
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I do not agree that training creates a honeymoon effect. Yes, it will create an effect of this kind provided one wants to create that effect!
Before you go ahead with the training, two things are required. One is that you should know clearly where you want to see your participants after the training. What you wish to reduce and what you wish to increase. There has to be clarity. Secondly, who is going to do the follow-up after the training?
Training is not something like a bill that is passed in the parliament. Our parliament passes the bill and makes it an act, but not necessarily budgetary provisions are made to implement this act. Secondly, there is no increase in manpower to implement the change also. An average police person is responsible for the implementation of a whole lot of laws. Furthermore, even if ten bills are passed, it does not matter to them because there is no education for them on its execution.
When I conduct the training, I always create an action plan after the training. This is a time-bound action plan. Now it is the HR's or Training Manager's responsibility to check whether the implementation is done or not. If the implementation is not done, then what provisions do you have to take disciplinary action?
Treat training as a disciplinary issue and see the change. Probably your staff is too institutionalized, and your view could be centric to your company culture.
Ok...
Dinesh V Divekar
From India, Bangalore
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Continuous orientation / updation might help solve the problem.
Do a review analysis, at the end of period (you think the excitement has lowered or improvement level has dropped) - but make sure the orientation is imparted with some additional value added training.
From India, Madras
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Do a review analysis, at the end of period (you think the excitement has lowered or improvement level has dropped) - but make sure the orientation is imparted with some additional value added training.
From India, Madras
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I am with Dinesh. The idea of Training as a paid holiday is a thing of the past. Nowadays, a professionally managed organization follows up with the trainees to assess their performance. If the performance is good, the trainer is secure; if not, the trainer needs to determine how the trainee can improve as if they had been certified! The honeymoon phase is a thing of the past.
BSR
From India, Bangalore
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BSR
From India, Bangalore
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I partially agree with your views that most of us tend to get occupied in our routine works. Once the honeymoon period is over, we tend to ignore the action plan we had set for ourselves, although unintentionally. It is, therefore, essential that we need to have a follow-up action plan so that we maintain the momentum, fine-tune the skills, and imbibe the key learnings.
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The main reason for this ineffectiveness of training is the training not being based on actual training needs. In addition, I personally believe that training is an agreement amongst the trainee, the training institution/trainer, and the organization which deputes for training. If the perceptions of these three are altogether different, training can never be effective. There has to be adequate communication among the three. The trainer must know the actual needs of the trainee, the trainee must be briefed by the organization/management about the efficacy of the training he/she is being deputed for, and the trainer should design the training in such a way that the trainee finds it interesting and realizes that the acquired knowledge and skills could be transferred to the workplace. Moreover, the organization should also provide a conducive environment to the trainee for the transfer of learning. Most trainees find it difficult to use the skills acquired at the workplace because their boss is adamant about his own procedures and feels inferior if his subordinate does something new.
Training is not magic; rather, it should be taken as an integrated approach.
Dr. V.K. Pandey
Certified Trainer
New Delhi
From India, Delhi
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Training is not magic; rather, it should be taken as an integrated approach.
Dr. V.K. Pandey
Certified Trainer
New Delhi
From India, Delhi
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