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Goldilocks Training – not too long; not too short; not too fluffy………….getting it juuust right!.

The Challenge

While it is accepted that training is important for retention; discretionary effort; expansive thinking; and innovative cultures, there is still regular debate surrounding the true ROI for the training effort. We believe, when you scratch the surface of this chestnut, it is often not really about the dollar cost of the training, but the "TIME" that must be dedicated to it which seems to be the number one issue.

Managers are now, more than ever, having difficulty balancing the cost of their people being away from work, versus the benefit of improving their skills. Consequently, long term business health and development is often hindered by this short term focus.

For us, developing strong people managers is essential to the success of any business. When one considers the critical roles that managers play in:

• translating strategy and vision into operational outputs;
• connecting employee’s interests, skills and strengths to the business requirements;
• choosing the right “levers” to improve results;
• maintaining control of outcomes;
• mentoring, inspiring and motivating their teams.

Then achieving a baseline level of management/ interpersonal skills (along with the more operational or technical expertise) is a ‘no brainer’.

In our view if these skills are not assured and managers cannot lead their teams with confidence, then business success is at stake. Current research clearly demonstrates that; Employee's are not leaving Company’s but rather they are leaving poor managers.

So, how do we improve the chances of getting good training outcomes?

First…

1. Ensure the courses can demonstrate a link to the business imperatives and strategic plan.
2. Define the objectives of the training and measure the impact against those objectives 3 – 6 months later (choose specific needs and specific outcomes).
3. Get the attendee's "buy in", to get them to acknowledge that they need to improve their skills.
4. Allow them to participate and take time away from work.
5. Instill an appreciation of the value of human relationship skills – a skill which can have an exponential impact on business results.
6. Ensure the course gives you practical tools to use in day to day work.
7. Ensure the training is developed around a set of generic competencies (capability frameworks).
8. Ensure the Trainer/Training Provider has an excellent reputation in the market place.

Consider the alternatives

Training courses are not the only solution to development needs. We need to ensure that the development option chosen is right for the individual and the company.

See training courses as just one of a number of solutions. These options could include:

•  mentoring;
  
• coaching;
• in house (on the job training)
• cross-functional training
• action learning groups (self directed group learning)

At the end of the day…

Spend a little time building an outline of your business’s competencies and capabilities and develop a list of targeted development solutions that are effective and efficient in the use of your people’s time.

Training and development is an essential component for retaining staff, therefore ensure you take the right steps so that you are creating a strong base to compete for the future.