3 REASONS WHY MOST TRAINING PROGRAMS FAIL

The main reason training fails is because it isn’t training that is needed. If you want improvement, it is easy to assume the first thing your employee needs is more training. But in many cases, you would be wrong.

And when you are wrong, the training you provide will likely be a complete waste. Even when you are right, there are myriad reasons why training has no apparent effect. Training develops skills. While skills are obviously important, skill alone does not enable an employee to succeed. The below study shows you 3 main reasons why most training programs fail.

 

I.   STRATEGY FAILS

Most of companies fail to implement a training because they don’t have clear training strategy and objectives or the  strategy isn’t in lign with the HR development strategy and the coporate’s overall strategy. The most successful companies apply a complete operating model covering four essential building blocks.

 

Engagement Alignment Adoption Value
  • Value objectives defined up front with stakeholder buy-in. 
  • Annual success criteria is defined in order to deliver progress toward the value objectives
  • Learning solutions aligned to enable value objectives
  • Context is key (right people, right content, right time)
  • Marketing of how learner performance expectations contribute to organizational value objectives
  • Accessibility and visibility are vital
  • Demonstrate impact against the value objectives
  • Outcomes are optimized through  the quality of  engagement alignment and adoption efforts

 

1.  Engagement

Successful engagement begins with committed leaders setting the direction and tone.

84% manage programs with executive support
 
93% with executive support have goals or success criteria in place
 
87% commit internal resources
 

 

2.   Alignment  

According to the UK-based research organization Towards Maturity14, seven habits emerge when describing top learning companies exhibiting tight strategic alignment. Well-aligned L&D organizations:

  1. Actively involve business leaders in learning decisions
  2. Use strategic business objectives to determine learning priorities
  3. Focus on the end results Integrate with HR and talent strategy
  4. Demonstrate business value Ensure staff members understand their contribution
  5. Enjoy proactive management commitment

In its 2013 benchmark study, Towards Maturity13 found those organizations scoring well in the Alignment Index are more likely to report that managers in top organizations agree that online learning delivers a range of business benefits. Compared with those in the bottom quartile, those in the top quartile are at least four times more likely to deliver:

  • Increased organizational revenue
  • Improved productivity
  • Improved staff engagement
  • Reduced staff turnover
  • Decrease in their training costs and delivery time

 

3.  Adoption


Adoption success looks like:
  • Embedding the learning into the workflow
  • Actively communicating relevant content options and promoting consumption to individuals and groups
  • Highly accessible and visible across the enterprise
  • Broad management buy-in

 

4.  Value

Outcomes are optimized through the quality of engagement, alignment and adoption efforts.

 

II.  MANAGEMENT FAILS
 

The diagram below shows the three components that govern individual behavior: awareness, skill, and attitude. In region 1, an employee is aware that something needs doing and has the skill to do so but not the desire. In region 2, an employee is aware and would like to contribute but doesn’t have the skill to do so. In region 3, an employee would like to help and is able but is unaware of the need. All three are necessary if an employee is to behave as desired.

 

When looking for a change in behavior, start with awareness. This is often the fastest fix. A simple conversation may do the trick—and listening needs to be a big part of the conversation. “Oh, you mean now!” is emblematic of the kind of revelation that can unlock doors. However, a consistent lack of clarity and communication across people and time can point toward more significant organizational problems and not just issues involving individual awareness.


Assess skill second. While inadequate skills take time to address, it should be pretty easy to distinguish capabilities from awareness and attitude. Could the employee do the task if his life depended on it? I don’t recommend you use threats, but thinking about it this way can help eliminate confusing inadequate skills with problems involving expectations and motivation. If skills are lacking, then training is certainly needed, assuming you have the right person for the job otherwise.


Attitude is the last thing you should worry about. Once an employee knows what is expected and has the appropriate capabilities, a lot of “attitude” problems evaporate.
 

Inevitably, with change comes objections. Here are some common objections you might face and ideas for how you might handle them.

Objection Response

 

Employees don’t have time to learn.

“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” – Abraham Lincoln

Stephen R. Covey talks about the same concept of “sharpening the saw” as Habit 7 of The 7 Habits of Highly Effective People. He says that it’s necessary to find balance to avoid burnout and that by taking time to sharpen the saw, you will find better balance.
 

We consider a training program; It’s not a priority; The talent situation is an issue but not a crisis.

The talent crisis is very real and imminent. The time to act is now. Learning is a highly efficient and effective component of the talent agenda that simply cannot be overlooked.
 

 

Training budgets are constrained.

When teaming up with the right learning partner, you have tangible potential for positive business impact which can save hard costs. Investing in learning is not discretionary; rather, it’s vital to competitiveness and is a direct contributor to strategic business goals.

 

 

Is our culture ready for elearning?

The situation is as much about CHANGE management as it is about an enterprise learning program. With the right guidance from an experienced learning partner, you will be more ready than you think. A good partner will help you identify obstacles and give you information that will empower you to remove them.
 

 

The value learning brings to workforce improvement or business gains is highly questionable and hard to measure.
 

According to David Vance, author of The Business of Learning: How to Manage Corporate Training to Improve Your Bottom Line, “measurement strategy flows from the management strategy.”

A great learning partner will be able to guide you through a measurement process to determine the impact to the business. eReport has defined standard practices for measuring learning’s efficiency, effectiveness and outcomes. 

 

 

III.  TECHNOLOGY FAILS

Though eLearning now is the trendy learning method for most of high growth corporations. However, how to carry it out efficently and effectively is still challenging for most of companies due to the following issues:


Build or buy eLearning?

Determine when to buy eLearning plays a very important role in maximize training ROI. Otherwise you will wrong use the budget and undermine the will of learning of employees.


BUY everything that is general knowledge not specific to your organization such as the following: industry certifications technology certifications; desktop applications; language training and standard business practices like time management, leading teams, productivity, etc.
 

BUY and CUSTOMIZE off-the-shelf content for instances in which your organizationrequires specific branding, examples or content alignment.
 

BUILD only when you need company-specific content (such as a specialized internal procedure, company proprietary information, training on custom/proprietary
software applications).
 

 
Selecting a right eLearning partner
 

 Below is the 3 major priorities you need to take into account when choosing an eLearning partner.
 

  a.  Content

Content is available in a wide variety of modalities sure to appeal to every type of learner. Regardless of the modalities you select, first and foremost, consider the effectiveness, quality and consistency of content. Some learning vendors create and/or curate their own content, while others subcontract one or both of those functions out.
 

  b.  Technology

  • Engaging user interface: A  great interface will give learners an inviting experience with all their formal, informal, social and mobile learning content in  a friendly, intuitive and highly visual format.
     
  • Targeted learning: Learners can select portions of learning content such as a topic within a course or pages from a specific book and either take them, assign them to learners or groups of learners or combine them into meaningful learning programs.
     
  • Learning programs: Choose a platform that has the ability to create custom learning programs that blends content modalities – even those from external sources like a MOOC - and aligns with your business needs, corporate culture and  your training style.
     
  • Instructor-led training support: If you also utilize classroom or virtual training, choose an LMS with that combines elearning and ILT within a single system, enabling delivery of blended learning programs.
     
  • Catalog content integration: Choosing a  provider that deploys its content for you will save you a significant amount of time and resources, and also ensure that the latest content releases are available for your learners in real time.
     
  • Reporting capabilities, reporting automation and flexibility in report templates: Administrators should have a large number of reporting tools available to them that will analyze learner activity and content utilization.
     
  • Infrastructure: Select a cloud- based platform that provides the security, scalability and reliability that you need.
     
  • Localized user interface: Multiple geographies may mean a need for a platform in multiple languages.

 

  c.  Service

    Turning content and technology into a learning program isn’t always easy. Having a reliable system and access to your provider’s tried and true processes and support team is critical. Important factors to consider:
 

  • Scope of customer service  and support: Understand which services are part of the license and which require an additional fee.
     
  • Training: What product training and other resources are available? Is the product documentation comprehensive?
     
  • Implementationse rvices: What resources/expertise will help in deploying your  program? Does the provider have an implementation methodology? How long do the provider’s implementations typically take?
     
  • Consulting services: What services are embedded to help you align learning programs,  map content and ensure your programs are impacting your business? What optional/ extended services are available on a for-fee basis?
     
  • Custom content services:  What kind of custom content development does the provider deliver? 

 

 

 

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