The other day I listened to the podcast, 'How to make learning stick and drive performance', which discussed training/learning, and a lot of what was said resonated with me. As part of my own continuing professional development, I am currently undertaking training, which perhaps made this reflection even more meaningful.
As I am not much of an auditory person, I used to listen to podcasts sparingly, but recently I am making an effort to tune into HR podcasts. That's how I came across this podcast. The participants discussed various aspects of learning, because it was, of course, the topic of that episode. I was amused to hear them talk about the “less impactful” training sessions they’ve attended and almost laughed out loud listening to some of their experiences.
Anyway, the podcast got me thinking, and here I am blogging about it. It was perhaps the much-needed impetus to revive this blog, which has been inactive for almost three years now.
Throughout my career and otherwise, I have seen that happen numerous times: people attend training because they were told to, or because it was a means of 'escape' from the normal routine. Organisations invest a huge amount of time and effort in training, only for attendees to enjoy the day out or take a break from usual work. In most cases, there are no mechanisms in place to evaluate outcomes or gather meaningful feedback on training effectiveness. Additionally, there is seldom any process to ensure that the learning is put into practice. When learning does not lead to behaviour change, it becomes a cost rather than a capability-building investment.
Add to the mix an employee who is always on training – you name a course, they are in it. Quite often, they sign up for training they don’t need or that is beyond their capabilities. When that happens, not only does routine work suffer, but it also leads to increased stress levels for themselves and others who have to fill in. To make matters worse, the learning is, once again, forgotten or seldom used in real-life scenarios.
Don’t get me wrong - I am all for training. But it should be the right one for the job role, the employee, and the organisation. Also, if a mechanism can be put in place whereby someone who has been trained in a specific topic can pass on that learning to the entire team, it would add more value to the exercise. Incidentally, this is something that we are aiming to trial at my organisation, and I am excited to see the results. On a lighter note, every training has some value – even a less impactful one can serve as an example of the futility of the exercise.
Another key point discussed in the podcast was the support and attitude of senior management towards training. If the managers perceive training as a mere tick-box exercise to meet KPIs or parameters, then it is highly likely that trainees will view it similarly and won’t derive much value from it. On the other hand, if senior leadership sees training as a key and important step towards learning and development, they will be invested in both the training and its benefits. It would cease to be an annual routine exercise or something quickly put together because funds were left over at the end of the year.
Somewhere along this spectrum are situations where people are placed into roles without any skill assessment or role-specific training. Very few people have the courage to say they are not trained or experienced enough to handle a role. Often, the person offered the role lacks awareness of their own strengths and weaknesses in relation to its demands. The result is a complex conundrum comprising dissatisfied subordinates, a stressed supervisor, unsure colleagues and service levels taking a hit. It could also lead to a perceived lack of transparency, resulting in lower morale.
This is an area where HR can work together with managers to devise appropriate training and development plans. It is important to enable and empower those being placed in new roles with proper training, because a wrong choice can spoil the work environment. Then it may fall to HR to come in and put out the flames. Sometimes, the damage can be so quick and deep that interventions become difficult.
I am a believer in people’s abilities. But I am also aware that on the other side of the coin are their limitations. Being an excellent employee does not automatically make someone a good manager. We can see plenty of examples of this in sports – a great player seldom becomes a great manager, while an average player might prove to be a better one. Most people have skills. Training should be designed to hone those skills, enabling them to do their job well and also allowing others to do theirs well. It is always important to think about the people around you because, whether you realise it or not, you leave an impression on them. You have a chance to make sure it is a positive one and not a negative one. Training can help you achieve this.
To conclude, I think the saying, ''What gets measured gets managed” applies equally to training. If it is not measured for impact and outcomes, it will not be managed effectively. And anything unmanaged carries risk. What are your thoughts?
