Making What’s Wrong Right

When meeting with stakeholders, you’ve got to be able to demonstrate where your training program is working, show them the measurements signaling success where possible and determine clear, understandable proof where measurements are tough.  Here are some key areas of focus and tips to help.

 

 

Are They There?

An easy measurement to prove is that people are attending training.  It isn’t like the field of dreams; you may build it and they may not come. If they don’t, try some of these ideas:

 

  • Get creative with titles.  You may get more attendees with The Secret Life of

Spreadsheets than you will with Excel 2010; Your User Guide.

  • Sell managers and supervisors on the value and benefit to them of a skilled team.
  • Take time to observe those you’re training to clarify their needs and challenges.  Speak to those when promoting the training.

 

Do They Do?

If they come but don’t complete the work and any outside elements, you can still measure it.  They won’t learn if they don’t work through it and complete all the pieces.  If this is going wrong you might…

 

  • Report to their direct supervisor any missed sessions or scores that indicate the body was there but the mind was out to lunch.
  • Post top performers in a public area.  Careful on this one as some environments can be very difficult on high achievers.  If you’re in that kind of situation, consider just posting the scoring range for a class.
  • Consider small rewards for completion or outstanding success.  Some organizations have incorporated game elements into the training and seen great results.

 

What are They Doing Now?

 

All the scoring and tracking in the world does no good if none of the training is used in the work environment.  There’s a big difference between knowin’ and doin’. When the training doesn’t transfer try…

 

  • Adding a “real life” element to the training.  Have learners demonstrate mastery during the training with skill practice where peers judge competency and offer feedback.
  • Add a “real life” element to the testing.  Learners are observed back at work by coaches rating them on key elements identified during the training and then offer follow-up coaching to help the learners get to competency.
  • Make an element of the scoring dependent on feedback from the customer or other workers affected by the behavior of the learners.

 

If they come, learn, and apply the learning in their work, you’ll be able to measure and so will the company. Everyone will notice the practical, business success.

 

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