Getting the most from a training initiative is more than simply meeting learning objectives. Training must focus on outcomes, and measurable results.
How do you know if your investment in training will pay off? Measuring the deliverables of a training initiative can be tricky to say the least. A key problem is that trainers frequently focus on the process, rather than outcomes. The result of this misplaced focus is a process that provides little return on investment.
The following guidelines can help you get the most from a training and development program.
Training should have clearly stated learning objectives. A well-written objective should state clearly what the participant should be able to do at the culmination of training. Additionally, the trainer should be able to explain how each objective will be met.
Training should meet the needs of the adult learner. Any training initiative should be highly experiential, with a foundation grounded in behavioral, organizational, and learning theory. Attention should be paid to all learning styles; every objective should contain instructional material directed at each style.
Training should be derived from the job, and the organization. Although this sounds logical, many trainers offer canned workshops that address a specific competency without regard for the participants’ organizational environment. Training should be derived from job performance requirements. Before design or development begins, you must first determine precisely what the learner should be able to do. If the organization is unclear about what the performance target is, so will the trainer, and the learner.
Participants should receive immediate feedback. It is critical that participants’ receive immediate feedback on their performance, including what they are doing right, and what they need to improve upon to meet the learning objectives. Training should allow participants to practice every skill, focusing on developing proficiencies and creating measurable results.
Workshop learnings should provide participants with confidence and measurable new skills. Each participant must be able to show that he or she can successfully satisfy all learning objectives. If they cannot, then the trainer has not done their job. Trainers should be able to guarantee that every learner can demonstrate full competence on every skill taught. There should be a 100% success rate.
What to look for in an Organizational Development Consultant
Once a decision to conduct training has been made, the first step is to find the right consultant. Some of the following tips may be helpful when looking to hire a trainer:
A consultant must be able to work within the organization’s budget to provide a customized solution specific to the size and nature of the organization.
A consultant should be adaptable, whether they provide solutions for one employee or one thousand. Adaptability means that a consultant should have experience working with multiple methods of data collection and training disciplines.
Agility is also important. A consultant should be ready and able to change course quickly if initial feedback indicates it is necessary.
Beware of consultants who initially try to oversell solutions that the company does not need. If the analysis does not sound properly rationalized, then it’s probably not.
Before the work begins, the consultant should conduct a thorough needs-analysis to determine whether the situation has been properly diagnosed. Without needs-analysis, the organization has no guarantee that its deliverables will be met.
