Often I am asked to create or deliver classroom training when I'm not sure if training is the answer. Does anyone have any tips, any guidelines for answering the question 'Is Training really the Answer?" Thanks so much!
Sue
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12 Responses
Is Training Needed
Hi Sue,
It’s a question that some often forget to ask and plough ahead anyway – often with dreadful results!!
We have a simple diagnostic TNA model that i’d be happy to forward on to you that will help you and clients answer the question ‘Is training the answer?!!
If you let me know email address happy to send it to you..
Regards
Lee
Is Training Really The Answer?
You are correrct that training is not always the answer. Training should only be done as a last resort. To determine if training is the answer, begin by performing a Needs Assessment. Ask these questions:
What is it that they need to do?
Is it really necessary for them to do it?
Can this be done without it?
You also need to evaluate what kind of need it is:
Has something fallen below standard?
Is it due to an impression someone had?
Is more needed to meet a demand?
Is it to remain competitive?
Is it to prepare for the future?
By asking a few questions along these lines, you will have a better idea whether or not the time and costs of training are the right way to go.
two stage process
1. Performance = Skill + Will:
If the Skill is lacking then “learning” is required. If the Will is lacking then management needs to find a solution. (eg Coaching, discipline, incentive)
2. Is “training” the answer?
Alternatively could the learner read a book, sit with Nellie, have a demonstration off line from a colleague.
Hope this helps
Rus
Are you working within a competency framework?
Hi Sue…you’ve asked precisely the right question, in my view. Training, especially classroom training, is often NOT the answer. If you are working within a competency framework the answer is somewhat easier to assess, as long as the measurement process has credibility. If you are not working within a competency framework, then perhaps you should be. In other words, maybe the company concerned should be examining adopting appropriate competencies for assessing what it takes to make for employee success their business.
Hope this is a help, but feel free to email me for more.
Training
Training is, after all, only a substitute for experience. But if experience is a long, wide and winding road, training is a short and often narrow, fast track.
So the answer is, unfortunately, yes.
But drive it with care and attention and always use a top-of-the-range vehicle.
Ask a key question, “If training is the solution, what is the pr
Hi Sue,
Others have given you good suggestions for determining if training is the appropriate intervention. A useful place to start is with this question, “If training is the solution, what is the problem?” If it is a skill deficiency, then train, coach, model, etc. If it is a deficiency in execution, look elsewhere for an intervention. I have a Performance Analysis QuickCheck® that I will be happy to send you by email attachment. [email protected]
Don’t start with training needs analysis!
Starting with “if the training is the solution, what is the problem?” can lead to some interesting insights.
It can also lead to some truly excellent training experiences.
And no value added at all… at least as far as the organisation is concerned.
Starting with a training needs analysis can lead to a similar problem.
Perhaps the starting point is in asking the client (line manager?) to define the problem/issue in terms that are specific, measurable and in terms that the organisation sees as important, such as profit or wastage etc.
Having defined the problem, and also considered the consequences of doing nothing (in order to get an appropriate sense of urgency) work with the client to develop an equally clear expression of the desired outcome – again in measurable, specific terms valued by the organisation.
In both cases avoid the urge to express any solutions.
Next step is to identify (brainstorm, process or behaviour mapping etc) the processes and behaviours that deliver and drive the performance of the indicators expressed in the above problem and outcome statements.
From here determine actual root causes – either proof or balance of probabilities depending upon how probing the client will be about the results etc.
Then comes the ‘develop solution’ element. It is quite possible that training and/or education/communication may be required, and by this stage any possible training needs etc will be very clear.
What is also more than equally likely is a change in process, structure, policy, equipment and/or environment.
Some of these changes may be so trivial as to not require training.
So, is training always needed? No.
Is training often used to fix the wrong problem?
Yes.
With Sue’s situation she is already in front of the class. Exploring in the first 30 mins or so with the trainees the possible problems and working at least to define the problem and required outcome in terms of performance measures and making educated guesses as to the processes and behaviours involved can help you deliver an intervention that at least has a snowball’s chance in hell of adding real value!
More at http://www.5boxes.com/resources
Good luck,
Martin
Is performance the problem?
Hi Sue, I have used the following questions to check if training is the answer for the poor performance.
1. Does he know what to do?
If no, it is a communication problem.
2. Does he have any constraint in doing the job like lack of tools or resources?
If yes, it is management problem.
3. Does he want to do it?
If no, it is an attitude problem.
4. Does he know how to do it?
If no, then training is needed.
Hope this helps.
James
It’s not the trainers decision…
What is Training.
Training means helping people to learn how to do something, telling people what they should or should not do, or simply giving them information. training isn’t just about formal classroom courses. “Quote, HSE indg345.pdf” free-down load
The HSE say for Safety Training…
STEP 1: Decide what training your organisation needs…
>>Carry out a TNA
STEP 2: Decide your training priorities
>>Legal requirements or not
STEP 3: Choose your training methods and resources
>>How, What, Where and when
STEP 4: Deliver the training
>>Deliver and learn the subject
STEP 5: Check the training has worked
>>Validate training
Good training is definately the answer, and changing attitudes in the process.
What would you prefer 3 points and fine for speeding or Spend the day in the classroom and learn about safer driving?
Peter Davies
Re: It’s not the trainer’s decision
Peter Davies’s response is certainly conventional and no one can argue with such a simple process.
However, when he says,
” Good training is definately (sic) the answer, and changing attitudes in the process.
What would you prefer 3 points and fine for speeding or Spend the day in the classroom and learn about safer driving?”
I have to respond.
I believe the practical experience outlined above, although not a preferred one, would result in more effective learning outcomes!
I stand by my original point that training is always a substitute for experience.
This is not to deny the potentially high quality of any training.
experience or training?
In response to John Hughes comments:
“I believe the practical experience outlined above, although not a preferred one, would result in more effective learning outcomes!
I stand by my original point that training is always a substitute for experience.”
Training is the way to change attitudes, (this will probably take a long time) and experience is the way to become proficient. When we all, first started to drive a car (being simplistic) was it common sense for each of us, in which order we used the pedals (gas, clutch & brake) or were we trained (told)?
No dought we can all still remember the shear look of horror on the trainers face when that wall/car/cyclist was getting closer and we were still accelerating.
Experience is not enough by it’s self that is why in UK as of the 1st Oct speeder’s will have the opportunity to take a driving course instead of points/fine. It’s about changing attitudes and gaining knowledge.
By your comments John, you seem to advocate that nobody requires training and we can all learn by experience.
I think this could be a very costly learning program and it would be more cost effective to do some training first, then gain the experience
Peter Davies
Training/experience
Peter Davies says, “By your comments John, you seem to advocate that nobody requires training and we can all learn by experience.”
No, Peter, my point is still that training is a substitute for experience and that the latter often results in more effective learning outcomes.
My original comment was simply to question the usual rush to a training course when other non-training options may be more appropriate.
Where gaining experience, ideally guided by a proven fellow professional, is not a viable option then a training course is still a substitute in my view.
This doesn’t mean I am not an advocate for training.