Grading Your Training: Part 1

Most organizations value training classes but don’t know how to make them successful. They assume that hiring a popular trainer and getting positive reactions to the training is the best measure of success. If you are content with a C level of training, that is okay. But if you want to earn an “A” for excellence in training, sorry, it’s more complicated than that.

Research has shown that what the learner does before, during and after the training and what the trainer does during and after the training are not nearly as influential as three other factors. Can you guess what the three are?

Alignment and accountability for outcomes gets results. The three dynamic factors that are keys to lasting learning, continuing growth and applications of learning:

1. What the Manager does before the training,
2. What the Trainer does before the training, and
3. What the Manager does after the training.

The Manager and Trainer do what? The Manager needs to know how the training supports priorities for individuals and the organization. Is Time Management as valuable an investment as Process Improvement? Should one or two employees attend a public workshop, should a group attend or should the program be customized and held on-site?

The Manager next needs to discuss with the attendees why this program is a good investment. Is the focus on improving the performance of the individual, the team, or others? What will be the expected outcomes? Even if the individual is proposing to attend without prior management input, these questions are central to gaining maximum benefit.

The Trainer needs to know the organizational context of the learners. Some of that can be determined on the fly during the training, but an expert adviser, such as the HR Director or the Manager, can give insight to company culture, strategic directions and individual roles. If the Trainer meets the learners before the class is held, sees the worksite, and ties training to both what is happening now and what needs to happen in the future, those are major advantages in creating lasting change.

The Manager may think that awareness and good intentions lead to results. That is naïve, probably due to a lack of reflection. Learners who need to make personal and organizational changes need to understand that an important person in their lives is watching, caring and tracking progress. It may be only a reminder about using a skill or it may be a planning or follow up session. With computer training, the Manager ensures the right hardware and software are delivered before the training, the training is customized for the system, and coaching is in place for those who get stuck figuring out what to do.

Check my next blog for an outline for successful change and a review of a grading system for training.