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eCornell's CareerAdvantage Advisory: Five Reasons Training Fails

02 Mar 2011 21:57 | JHRS (Administrator)
Five Reasons Training Fails

 TrainingEveryone in the learning and development business has at least one training story that’ll make you cringe or weep. These are the programs that may have cost a lot but generated low-to-no results, suffered from ill-fated design and delivery plans, or had non-existent follow-up.

As training professionals, we want to be acutely aware of the potential trips and traps that could derail our well-intentioned programs for good. Here are five common reasons training fails…and how to avoid them:
  1. Training is not always the answer. But you already knew that. Make sure the team requesting or getting training is truly receiving what it needs. Maybe the call center needs job aids or performance support toolsundefinedand not more customer service training.
  2. Identify and know your audience from the outset. The more you know about the business needs of the group and managers, the more prepared you’ll be to deliver efficient and effective training. Spend time with the leaders and managers of the business units you’ll be working with to discuss and agree upon needs and expected results.
  3. Start small and get a win. When you show upper management a success story with a small group that requires small capitalization, then your chances for more dollars for more programs grows. Then you can tackle larger groups and show bottom-line results knowing your method works.
  4. Consider the need for ongoing training and follow-up. One 2-week session may not change the world, but combined with an online discussion board, job aids, coaching and mentoring, it could provide team members with access to resources long after the formal training is over and employees are applying their new skills to everyday issues.
  5. Make sure your stakeholders are invested. No buy-in from upper management and business unit leaders often leads to epic training failures. Get buy-in up front, keep stakeholders in the loop about the small wins the team makes after the training, and take the time to reinforce the value of learning to your organization’s overall success. And tie that success to business metrics of importance to your company, not just training metrics that matter to the training department.

How Do You Identify High Potentials?

 High PotentialToday’s organizations find it challenging to locate and put in place a new generation of leadership that is both proactive and pragmatic. Disproportionately this new generation of leaders will come from the pool of people within an organization, often referred to as “high potentials.” But here’s the rub: By what criteria do we decide whether somebody is a high potential suited for a leadership position?

Sam Bacharach, McKelvey-Grant Professor at the School of Industrial & Labor Relations of Cornell University and author of more than 10 eCornell online courses in high-performance leadership, suggests five criteria for selecting high potentials in his new whitepaper Criteria to Identify High Potentials in Your Organization. Dowload it online at eCornell.

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