Understanding the Benefits of Training – Why We Do It, Why We Don’t and Why We Should was initially presented in 2002 by Kate Zabriskie, president of Business Training Works, Inc., as a handout to a host of human resources professionals during a discussion forum which focused on the benefits of onsite training.
Self Assessment Quiz
Take a few moments to answer the questions on the following quiz. The purpose of the exercise is to help you to identify your current training strengths and opportunities.
| 1. | T | F | Training in our organization is tied to business objectives. |
| 2. | T | F | We have a method of identifying employees who have career development needs and a plan in place for meeting those needs. |
| 3. | T | F | Our management understands the long-term benefits of employee training. |
| 4. | T | F | Training is viewed as an integral part of our business. |
| 5. | T | F | We follow up on training to ensure that objectives were met and to eliminate/reduce any remaining skill/behavior gaps. |
Training Basics
Reasons for Employee Training and Development
- Teaching Technical Functions
- Teaching Supervisory Functions
- Outlining Behavioral Expectations and Consequences
- Building Teams
- Indoctrinating New Staff
- Promoting Change
- Rewarding Past Performance
- Reducing Skill Gaps
Why We Don’t Train
- Not Enough Time
- No Buy-In from Upper Management
- Not Enough Money
- Can’t Measure the Results
- Don’t Know How to Assess Needs
Benefits of Effective Training
- Increased Employee Motivation, Satisfaction, and Morale
- Increased Efficiency
- Reduction in Employee Turnover
- Increased Innovation in Strategies and Products
- Risk Management (e.g., Training About Sexual Harassment, Diversity Training, etc.)
Typical Training Blunders
- Distributing Company Policies in Lieu of Formal Training
- Relying on training that was delivered three or four years ago.
- Having an Untrained or Unprepared Facilitator Deliver the Training
- Using a Video or Web-Only Solutions
- Lack of Follow Through
- Lack of Planned Training
- Misdiagnosis of the Issue
- Lack of Management Participation
A Three-Step Approach for Making Training Effective
Before Training
Selecting the right program to solve a specific business problem or need is critical to achieving an “effective training result.” Programs with limited buy-in, limited participation, or that lack a connection with a business objective are often doomed before they begin.
- What business problem are you trying to solve?
- Will all levels of the organization be included in the process?
- What behaviors are you expecting to observe after training?
- What are you trying to preserve?
- What obstacles will the instructor potentially face?
- What obstacles will potentially hinder the implementation of skills learned?
- How will you know when the training has been effective?
- What are the consequences for employees who do not participate in the training?
- What are the consequences for employees who do not adopt desired behaviors/show proficiency in skills taught?
During Training
- Even with effective pre-training planning, if the training itself lacks certain key components, it is highly unlikely that the desired objectives will be achieved.
- Does the instructor fully understand the business problem and desired results?
- Is the instructor a member of senior management or an experienced outside source?
- Does the training start and end on time?
- Does the training incorporate job-related practice exercises?
- Do the participants understand that they are responsible for part of the learning process?
- Does the instructor deliver the information in an interesting way that involves the participants?
- Are the participants required to select and determine which concepts they will apply to their work after the training is over?
Post Training
- Do the course evaluations reflect that learning objectives were met?
- Do post-tests indicate that concepts were learned?
- Are the desired skills/behaviors being exhibited and recognized on the job?
- What gaps in performance still exist. Why?
Possible Reasons for Performance Gaps
- The reason for training was not properly identified and/or communicated.
- Training tried to be all things to all people.
- The needs of the participants were not met during the training.
- The training was impractical and examples unrealistic or unrelated.
- The supervisor was not involved before, during, or after the training.
Understanding Potential Savings Generated by Training
- Reduced Errors
- Reduced Equipment Downtime
- Reduced Customer Turnover
- Reduced Employee Turnover
- Reduced Grievances
- Increased Revenue Collection
To calculate potential savings, it is important to set post-training goals. The following model illustrates one way to quantify training savings.
Current Level of Performance
100 Customers
30% Turnover per Week
$100 Average Customer Ticket
100 x 30% x $100 = $3,000 Lost Income Per Week
Total Revenue Lost Per Year = $156,000
Change Training Could Produce
Initial Goal: Reduce Customer Turnover by One Third
100 Customers
20% Turnover per Week
$100 Average Customer Ticket
100 x 20% x $100 = $2,000 Lost Income Per Week
Total Revenue Lost Per Year = $104,000
Potential Savings
Pre-Training Total Revenue Lost Per Year = $156,000
Post-Training Total Revenue Lost Per Year = $104,000
Cost Savings = $48,000
Benefits of Outsourcing Onsite Training
- The Training Company Develops Program Content
- A Skilled Facilitator Delivers Program Content
- Through a Thorough Needs Assessment and Customized Program Content, Training Is Focused on Your Staff and Business Problem
- Cost Per Participant is Less Than Public Training Courses
- For a Fee, the Facilitator is Usually Available for Additional Follow Up
- Sales Are Not Part of the Program
Primary Needs Assessment
1. Turnover at our organization is lower than the average for our area and industry.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
2. Supervisors and managers know how to give constructive feedback and do it regularly with their staff.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
3. Our hiring decisions are usually good and new employees successful at their jobs.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
4. Our supervisors and managers follow a standard hiring procedure. They know what questions they legally can and cannot ask.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
5. Our meetings are run efficiently and waste little time.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
6. Our organization works well together. There is little conflict between departments.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
7. Employees know what is expected of them and receive regular feedback regarding their performance.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
8. Our organization’s projects are usually completed on time and within the budget.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
9. Our top performers stay with our organization and rarely leave to pursue other opportunities.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
10. Employees who leave us rarely state poor management as their primary reason for going.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
11. Employees are empowered to solve problems on their own without checking every detail with their managers.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
12. Our organization is customer focused, and exceptional customer service is practiced on all levels.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
13. Sexual harassment prevention is part of our regular training.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
14. Our organization has a comprehensive training plan in place.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
15. Our organization could benefit from an in-depth needs assessment.
- Strongly Agree
- Disagree
- Agree
- Strongly Disagree
Ideally, an organization answers “strongly agree” to each question. To discuss your organization, please contact us for no-cost conversation.