On training impact

I often see clients with corporate training plans that seemed based on the premise that employees have a right to training, just not the right to use what they learn. Most training courses follow a one-time course model that has no follow-up. In a typical training course that might last a couple of days, employees can be exposed to new ideas and methods, but hardly have the opportunity to practice what they have learned. Under these conditions, how much new knowledge do they retain?

Even more problematic are training courses delivered right in the employee’s office via distance learning. While many companies prefer these courses because they are less expensive, their design means that employees are more easily distracted and tempted and expected to check in on their regular work that they are missing.

One company that seems to have got training – at least company-wide training – right is GE. For example, GE’s Six Sigma program has employees attend four weeks of training in statistics, processes and quality control and then requires employees to use what they have learned while working on or leading Six Sigma projects. Top management, many of themselves former Six Sigma “Black Belts”, supports the training.

I’m not making a case for implementing Six Sigma, but the integrated approach that GE takes seems to lead to more learning and higher payoff.

While it may not be practical to do the same with shorter, more specific courses that only apply to a small number of employees, companies can do a few simple things to increase their return on training investment.

- enforce a minimum amount of training per employee annually (dollar amount, credit amount, or time amount)
- encourage employees to take training outside of the office
- After an employee receives training, require them to deliver an internal training session to others. The purposes of these sessions should be to both transmit knowledge elsewhere in the organization and to make sure that the new training sinks in over time