We are often asked how organizations can optimize the value of their training or learning and development programs, and many C-level leaders are looking for ways to increase training-related behavior change as well as return on investment.
a recent VitalSmarts The webinar covered this topic quite well and shared several perspectives that align well with ours.
Here’s a brief summary:
First of all, the general premise of the webinar is that Learning & Development must become a strategic partner of the C-suite in order to achieve improvement and real behavior change. In addition, there must also be a C-level commitment to consistent L&D programming. As the presenters said several times, “Training, or L&D, should be treated as a process, not an event.“
In case anyone needed convincing, some thought-provoking statistics were shared.
For example, only 7% of Learning and Development leaders measure the ultimate effectiveness of their training programs. Possibly more concerning, only about 10% of all Learning and Development executives have met with the C-suite; and only a few align their training plans with the organization’s strategic plan.
Also, only 35% of the US workforce receives any type of training! And even then, the average is three days of training per year.
Finally, without effective reinforcement and ongoing development, only 14-15% of the information shared in training “sessions” is applied in the workplace. Instead, people often do nothing different or make a few changes for a while and then go back to what they were doing in the past. Clearly, this huge “gap” represents significant waste, which was called “learning waste.”
3 best practices
For those who are determined to improve the value and effectiveness of their learning and development programs (i.e., increase learning transfer and reduce learning scrap), three best practices were suggested:
- Define the role and purpose of Learning and Development within the organization. To begin this process, the first two questions might be: “What would translate to a great year for L&D?” “This formation will be a success when… (complete the award)”
- Build the learning and development platform on defined and agreed business outcomes. It was noted that most L&D managers plan their programming around what they “hope people will learn.” But instead, the real focus should be on “what people will do differently as a result.”
- Recognize that L&D is a process, not an event. The process must include ongoing measurement and support to ensure business results are achieved. This means training, reinforcement, and accountability on multiple levels.
- The C level must be engaged and allocate resources for appropriate levels of learning, as well as reinforcement and skill training.
- L&D leaders need to align with business results and move the “finish line” of their training to include an achievement phase
- First-line managers must provide reinforcement and support.
- People at all levels are responsible for applying what they have learned and related behavior change.