Why Training Doesn't Work

Isn't this an odd title from someone who makes their living training others?  Not really. Let's examine why and what to do about it.


Why doesn't training work? Why are so many people unhappy or at the very least frustrated at a lack of progress several weeks after a training session?


Simple. We haven't matched our expectations to the reality of what training can and cannot do. First, if you attend a training session but the problem isn't training, you'll be left wondering why the training hasn't solved your problems.


Before making a decision to invest in training, do a thorough needs analysis. Check not only for behavioral symptoms but process and procedural ones as well. Looking to decrease customer complaints? Figure out why they have them in the first place. Not getting enough sales? First, check your sales people's habits. Are they making enough calls? Are they following up on presentations? Making calls backs appropriately? A training session on closing skills will not solve that. All it does is put extra pressure on the sales reps that are still not able to make their numbers because the real, underlying problems have not been addressed. Spending time on the needs analysis will make sure your solutions will be appropriate solutions for your needs.


Second, if training is the correct solution, make a decision how you want it delivered. Between webinars, teleconferences and traditional training there's a lot of options today. However, keep in mind that if you need what I refer to as "behavioral skills" i.e. selling or customer service skills, you'll need to make sure the delivery method allows for plenty of practice through spoken exercises and role plays. When we talk about changing behaviors, we understand that supervised practice is required to get it right. We don't expect to get better at sports without a coach watching us and giving feedback and correction as necessary. It's very hard to step out of yourself and critique yourself properly. I think of traditional training delivery, i.e. in person as the gold standard for behavioral/interpersonal skills training. It's the best way to guarantee that everyone is able to perform the skills introduced. Keep in mind that just because a person knows the information, it doesn't mean they can translate that information into actions.

Finally, make sure you have a plan for after the training. If you decide training is the appropriate option, you must make sure you take the time to reinforce the training back on the job. A training session doesn't succeed in a vacuum. Management, supervisors, co-workers must help in making sure the training transitions back to the job. If you are a manager or supervisor, make sure you are comfortable with the concepts and techniques that were taught. No time, you say. That's why we've hired a trainer, you say? A trainer can impart the information. A trainer can make sure the participants are able to demonstrate the new skill set. A trainer cannot ensure that the new skills will actually be used on the job. That's the responsibility of the hands-on manager. Coaching your people on a regular basis will ensure that new techniques will be used. Coaching your people in a respectful, supportive manner can make certain that new techniques that you want used - will, in fact be used.


Training does work. But it must be done right and for the right reasons.