Taking training and rewards out of the black box -Part 1

In my previous post, I talked about making training into a reward. One of the biggest obstacles to doing that is getting the word out about:

1) Training needed/wanted
2) Training available

Without opening up these two things, your training program -- along with all the good it could do your company -- will remain in a black box. And we all know that the only time someone actually looks into the black box is after a disaster.

Here are some tips to open that box, and get training out where it belongs:

1) Find out what kind of training your employees want.

Oh, this sounds sooooo simple. Starting with the employees. Asking questions. But in reality, it is almost never done!

Training is fed to people, top down. With a "We who sit off in our offices and never do the daily work..." directive behind the training choices, is it any wonder that most training has little or no impact on learning, and is in fact dreaded by employees? Where did we forget that employees are grown-ups, and are perfectly capable of knowing what interests them, what would make their jobs easier and what questions they need answered!

2) When in doubt, ask why.

OK, let's say you asked what kind of training people want and you got the following list:

• Chinese language (from a salesperson)
• How to be a good manager (from a machine operator on the factory floor)
• Microsoft Office skills (from the Art Director)

Wondering why a machine operator wants a management class? Or the Art Director wants training in office? And the Chinese language training? You have no idea!

Traditional black box thinking would be to say no to all of them.

But if you ask, you may discover that the machine operator is taking night classes, and hopes to become a manager or supervisor some day, the Art Director needs help setting up spreadsheets to track projects, and that salesperson just noticed a growing demand for products like yours from Chinese buyers, and wants to be able to open that market.

3) Take away the stigma of asking for training

In tooooo many companies, asking for training in anything directly related to your job is seen as an admission of incompetence. So even employees who really need the information, and who would benefit from the training are afraid to ask for it.

Letting employees know it's a strength to ASK for training in your field will open the door to a better trained, better performing, and (incidentally), more committed workforce. And what employer wouldn't want that!

Tomorrow, I'll talk about getting the word out about training.

Lacking training, workers feel unqualified for jobs

Top managers across the globe agree that training and development is an integral part of their organization’s strategy, but many of their employees feel unqualified to get the job done.

Whether you’re talking about Vice Presidential candidates or a new manager in the office, it turns out that a lack of experience and training is common in the workforce.

Nearly seven out of 10 workers have been asked to complete tasks without receiving appropriate training beforehand, according to a recent SkillSoft global survey.

“The survey also found that regardless of location and job title, the majority of workers think ongoing training and development, and the flexibility to take the training when necessary, are essential, no matter what the employee's position.”

Of North American workers, 68% said that training would have helped them before beginning certain tasks in their jobs.

The top 5 tasks managers are asked to do without adequate training:

1. Project management
2. Technical tasks
3. Managing people
4. Leadership
5. Compliance related tasks

The top functions within an organization where ongoing training and development is most important:

1. Supervisors (70%)
2. Customer Service Team (54%)
3. IT Team (52%)
4. Operations Team (52%)
5. Senior Managers (52%)

It is time that companies give employees the training and development they need to do their jobs correctly. Especially during tough times, where people are taking on more tasks as a result of layoffs and downsizing, employee training is essential to the success of your business.

Have you ever been put in a position where you felt unqualified? Do you feel people in your company lack the experience to excel in their jobs?

Training for training sake? Improve training ROI

By sending people to seminars and training courses you expect them to come out as better leaders, better employees and better supervisors. The trainee may seem changed for the first few days they return to the office, but their excitement dwindles and things soon go back to the way they were before.

Without hard evidence that training is making a difference, why do businesses keep spending millions on training and development each year? Are we just training for training sake?

Ron Ulrici from R and S Associates brought up this big HR mistake in a recent post, suggesting that training will only be a success if we include it in the overall system within our organizations.

Building on Ulrici’s advice, here are some ways to improve your training ROI and ensure you’re not just training for training’s sake:

Get managers to buy-in. Before sending anyone out to participate in outside training, make sure their boss knows what the training involves and what they can do to foster newly-learned behavior the employee may returned with.

Outline desired goals. HR, trainees and managers should meet prior to a training course to outline clear expectations for employees after completing a training program. Defining training goals before sending employees through the program will create a benchmark to help measure employee progress.

Measure effectiveness in performance appraisals. When appraisal time comes around, address how well or not an employee was able to implement training in their work. Measure the progress a trainee has made and how well they attained their goals.

Follow-up. After completing a training program, HR should meet with each trainee and their supervisors to measure how effective the training was, if the employee is putting their knowledge to use and to asses any difficulties the employee may be having applying the training to their job.

Encourage practice. Work with managers to be sure trainees have a chance to practice what they learned when they get back to the office. Find practical ways for employees to put their knowledge to action with small projects or presentations.

Preview seminars and workshops. Don’t encourage outside training programs before you know exactly what they’re all about. If the messages delivered in the program or seminar don’t match your business culture, the message will be lost. Even worse, employees may be punished for exhibiting behavior learned during training.


Forgetting the follow-up is a sure way to lose any new habits an employee may have learned during training. Get everyone on board and prepared for follow-up training to ensure you’re not just training for training sake.

Friday office humor: Reinforce training with clear signs

Posting signs around the office is an easy way to reinforce training. Especially when it comes to safety topics, an illustrated sign could prevent simple mistakes from turning into serious injuries in the workplace.

While the danger may seem obvious to some, other people need frequent reminders. Take these signs for example: