{"id":1141,"date":"2023-11-16T00:25:13","date_gmt":"2023-11-15T22:25:13","guid":{"rendered":"https:\/\/www.designate.gr\/web\/?p=1141"},"modified":"2024-01-18T12:21:21","modified_gmt":"2024-01-18T10:21:21","slug":"how-can-we-ensure-training-effectiveness","status":"publish","type":"post","link":"https:\/\/www.designate.gr\/web\/how-can-we-ensure-training-effectiveness\/","title":{"rendered":"How can we ensure training effectiveness"},"content":{"rendered":"

[vc_row full_width=”stretch_row_content”][vc_column css=”.vc_custom_1701029636355{padding-top: 2vh !important;padding-right: 5vw !important;padding-left: 5vw !important;}”][vc_column_text]It is perfectly normal, before an organization decides to invest a part of its budget as well as its employees\u2019 time in training, that stakeholders want to know in advance whether the training will be effective.<\/span><\/p>\n

This is precisely why every training assignment needs to begin with identifying the reasons for which the training is required, the employees to whom it is addressed, and the results we wish to achieve upon its completion. This process, known as \u2018Needs Analysis\u2019, is a crucial factor for training success, as it helps identify any performance issues that need to be addressed and, most importantly, whether training is indeed the appropriate intervention to overcome those issues.<\/span><\/p>\n

More than a few times, delving into this stage may surprise us. For example, even though we assume that a team leader may understand the team\u2019s needs and thus suggest the kind of training they need, experience has shown that this understanding is a product of interpretation \u2013 and, as such, may not be accurate:<\/span><\/p>\n

\u201cThey consistently miss deadlines, because <\/span>(interpretation) <\/span><\/i>they do not manage their time effectively \u2013 thus, they need \u2018time management\u2019 training\u201d.<\/span><\/p>\n

\u201cThey do not achieve the desired sales goals, because <\/span>(interpretation)<\/span><\/i> they do not have sales skills \u2013 therefore, they should attend a \u2018cross & up-selling skills\u2019 training\u201d.<\/span><\/p>\n

\u201cHis\/her team members don\u2019t demonstrate high levels of engagement, because <\/span>(interpretation)<\/span><\/i> he\/she does not inspire them \u2013 so, let us organize a \u2018coaching skills\u2019 training\u201d.<\/span><\/p>\n

If, however, we delve into the above \u2018performance gaps\u2019, we may discover that there is a different root cause. In the first scenario, perhaps the team members have not developed the ability to set boundaries and say \u2018no\u2019 \u2013 thus, they may need to be trained in \u2018boundaries and assertiveness skills\u2019. In the second, team members may have been used to operate as customer service (in-bound) agents and, even though the organization (and their supervisor) requests that they get actively involved in sales, they are resisting this change \u2013 the value of which they may have not understood. In the third scenario, perhaps the particular executive does not maintain high engagement levels among their team members because he\/she has never been properly trained in setting goals, following up on performance and offering effective feedback.<\/span><\/p>\n

We therefore understand that if we do not succeed in accurately analyzing the training needs of our employees, even an exceptional training program is doomed to fail, as long as it does not address the real pain points of the organization.<\/span><\/p>\n

How can we increase the chances that training achieves its goals? Here is our recommendation:<\/span><\/p>\n