Most managers today understand the importance of effective training. Rapid changes in technology, competitive pressures forcing increased need for efficiency, and a shortage of labor necessitate a well trained workforce. As such, organizations are spending countless dollars to educate and train their workforce. Yet, the questions remain, “Are you getting your money’s worth?” “Is all this training making a difference in your organization?”

To ensure success from your training effort, organizations must use their training investments strategically. They should re-examine their training methods and move away from the “feel-good” approach to one that focuses on changing behaviors.

So how do you ensure that your training is effective? How can you be sure that the programs you offer meet your strategic goals? Managers should follow a few basic steps when reviewing their current training programs.

1. Training must be relevant. Theoretical approaches often miss their mark. Trainees should understand the “whys” and the theories behind the training, but more importantly, they need to understand the “how to.” How are they going to apply what they just learned? When are they going to apply it? And, when they try it, what can they expect the results to be? If it isn’t “real”, it won’t be used.

2. Training should be linked to organizational strategies and day-to-day behavior. This gets back to the issue of relevance. Learning for the sake of learning is good, but more importantly, will it help the trainee do his or her job better today and tomorrow and will it benefit the organization today and tomorrow? What is learned in the classroom must be relevant and immediately applicable. If the trainee can’t use the information right away, studies show that it will be forgotten.

3. Training must be followed up with on-the-job coaching and support. If managers do not reinforce what is learned in the classroom, the learned behaviors will be extinguished. Trainees often leave the classroom motivated and eager to “try out” what they just learned. However, without on-going support and reinforcement, trainees will often revert back to their comfort zone and “do things the way we always have.”

4. Senior managers must actively support the training efforts, and in most cases, should attend the training. If trainees believe it is not important enough for “their boss” to be there, it probably is not important at all.

5. Performance appraisals should be utilized to hold managers and trainees accountable for applying the principles learned in the sessions. If your not going to incorporate what you’ve learned in the training session, why attend the training? By holding managers and trainees accountable, there will be a greater likelihood of application.

6. Training must build around organizational objectives. This makes training more relevant and shows trainees the importance of their new skills.

Training programs can only be effective when they are linked to the organization’s strategic plan, are supported by top management, and when trainees can immediately apply their new skills.

Rick Dacri is an organizational development consultant, coach and featured speaker at regional and national conferences. Since 1995 his firm, Dacri & Associates (http://www.dacri.com) has focused on improving the performance of individuals and organizations. Rick publishes a monthly newsletter, the Dacri Report (http://www.dacri.com/enewsletter.htm) with the intent to provide clients and friends critical information on issues that impact them, their organization and their employees. Rick can be reached at 1-800-892-9828, or [email protected].

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