This article describes how investments in skill-building training programs are usually wasted, and how to implement the best available options for enhancing learner retention and increasing your organization’s ROI.

The Problem

Do any of these challenges sound familiar to you?

    * We spent quite a bit of money to train our staff, and now 6 months later nobody is using it!

    * Everybody liked the program, and they were positive when they walked out the door, but nothing seems to have really changed….

    * Our senior leaders are complaining that we didn't get the results we were after, in spite of the significant investment we made!

These scenarios happen all too often today. There are 3 key reasons why your training investment may be wasted:

   1. All skill learning involves physically growing new neural connections in the brain.

   2. It takes lots of practice and an extended period of repetition of skills to stimulate this growth and establish these neural connections.

   3. Improving behavior with new skills means working against habits that have been ingrained for decades.

It sounds like a daunting task to overcome these hurdles, doesn't it? But today there are new strategies, resources and technologies that can overcome these obstacles and really make learning stick.

The Solution

If you perceive training not as an event, but as a process designed to reinforce behavior over the long run, you will see long-term behavior change and increase your ROI from learning initiatives. An excellent way to do this is with a “blended approach” to learning.

About Blended Learning

“Blended Learning” is a term used to define the use of multiple learning resources to help learners change behavior. This includes instructor-led classes, virtual classes, self-paced instruction, assessment tools, coaching, on-the-job resources, books, reference manuals, and discussion forums. Knowing how to create well-designed learning solutions, using a blended approach, can insure you achieve the objectives you've targeted.

Blended learning has become one of the hottest topics in the learning profession. In a recent study, survey respondents rated blended learning as the most effective form of training.1

In fact, the use of blended learning is projected to double in the next couple of years. In 2004, it comprised 16.1% of training and is projected to grow to 29.4% of all training by 2006. It was cited as the most effective type of training by 78.5% of respondents in the 2004 survey, followed by instructor-led and on-the-job training. It was also cited as the most efficient form of training.

The amount of online learning used over the next 2-3 years is also expected to double. Our experience has shown there are 2 approaches to e-learning that will significantly enhance learner retention and provide a high ROI, as follows:

    * Online Instructor-led Training. This is also known as a Virtual Classroom.

    * Online, Self-Paced Training.

Moving from instructor-led classroom instruction to self-paced online instruction and virtual classroom delivery was frequently mentioned as the key to:2

    * increasing the ration of employees to learning staff members by up to 40%

    * reducing travel costs by as much as 80 percent

    * reduced time away from the job

    * increased usage of learning assets

    * integrating learning with job tasks

This indicates that not only is a blended learning approach a more productive learning experience, it is also more cost-effective for the organization. One key element of reduced cost is the reduction of travel costs and time out of the office.

The Importance of Reinforcement and an Ongoing Learning Process

In addition to the use of multiple learning delivery options, the use of reinforcement and ongoing “touch points” is critical for enhancing learner retention. Without an ample period of skill reinforcement, an organization’s investment in training will not result in changed behavior patterns.

The key is to think of training not as an event, but as a long-term process. We have found that the use of virtual classes, conducted in 60-90 minute sessions, provides an excellent way to economically and efficiently create reinforcement opportunities and enhance learner retention. It also encourages an additional element of accountability when each participant must report the actions taken on their Development Plan, as created in the classroom.

Assessment, Measurement and the use of a Development Plan

Not only do assessment tools provide excellent resources to measure progress, they enhance the learner’s ability to apply new skills and retain knowledge. An excellent way to measure improvement is to use a behavior-based pre-test before training, followed by an identical post-test 9 to 12 months later. Knowledge tests assess the wrong thing: what a person knows, rather than what a person is doing. Multi-source feedback (also known as 360 degree feedback) is the only way to get an objective assessment of leader, team and other people skills, all of which are otherwise hard to measure.3

Not only does 360-degree feedback offer an excellent measurement resource, it provides the participant feedback regarding his or her current strengths and development needs in areas targeted during the training program. This helps the participant apply the learning concepts discussed in the classroom, and to create an individualized Development Plan to improve behavior.

Accountability

Holding participants accountable increases the chance that they will follow through on the actions identified to enhance their performance. When they know they will be held responsible to show evidence of improvement, their motivation to work on performance issues dramatically grows. When the participant shares his or her Development Plan with the immediate manager, it helps the manager to not only coach the individual where needed, but hold him or her accountable for following though on the plan.

Strong, consistent coaching from supervisors and managers is the key to bridging the chasm that exists between learning and behavior. Train leaders to apply the right amount of accountability and support to their direct reports to ensure that transfer takes place. Include a 360-degree feedback process to enhance the likelihood that supervisors are applying what they've learned.4

Summary

The bad news is that it’s extremely hard to improve performance when less effective behaviors have been ingrained for years. The good news is that it CAN be done when:

    * The problem is identified (typically through a 360 degree feedback diagnostic)

    * A targeted training program is provided

    * Learning is reinforced over time

    * The individual is held accountable for improvement

The primary viewpoint needed is to view training not as an event, but as a process of ongoing learning and follow-up.

Susan Cullen is President of Quantum Learning Solutions, Inc. in Princeton, New Jersey. She has implemented successful blended learning approaches worldwide with Fortune 500 companies and smaller organizations. For additional information, contact 800-683-0681 or visit http://www.quantumlearn.com

1 Blended Learning Survey, 2004, conducted by the American Society of Training & Development and Balance Learning

2 ASTD 2004 State of the Industry Report, published by the American Society of Training and Development

3 2005, Dennis E. Coates, Ph.D., “How to Create a Practical Follow-Up Plan that Ingrains Leader, Team and Other People Skills”

4 Training + Development magazine, April 2005, “Transferring Learning to Behavior” by Jim Kirkpatrick

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