How can you effectively manage resistance to training among employees?

The first most important step is to , understand the "Why" ?Conducting surveys or holding focus groups to understand if the training is relevant to their roles and addresses current challenges is imperative. Secondly, the employees should see the training as an opportunity for growth, not just a mandatory task. Highlight how the training will help them develop new skills and advance their careers. Also, showcase how past trainees have benefited from the program. Consider allowing senior employees to become training champions who can advocate for the program. These steps will help build excitement and motivation for learning.

The first thing that came to my mind is how much I love this game and how much I enjoy the gameplay of this one I just don’t like the way it looks like it would be played by other games like the fact of asking my employees what they want and how they feel about it and how they like it to be played and then they want it so much

Training is about meeting the needs of the participants and not about knowledge or capability of the Trainer. The whole program to be centered around participants to deliver value to them with actions & thinking which they can implement in their day to day work. Trainer should not just focus on applaud at the end of training .

I like to sit down either before or at the beginning of a training session with the people I'm going to be training to find out their current situation and understanding, and what they're looking to learn from any workshop or training session I deliver. Starting off by letting people feel heard often means I can quickly build trust and rapport with the attendees.

Avoid "engineered" training courses without staff consultation and or contributions towards the intended , unless it is just a tick box exercise. Employees engagement is crucial in planning . For instance ,when there are issues with customer experience, this has to be clearly & effectively communicated as the underlying reason for the training . And of course the impact on the business reputation, profitability and even moral amongst the staff

First of all, let's stop calling it training! That's what we do with dogs / other animals to get them to obey us. The word itself is a small part of the problem IMHO, and I'd rather call it teaching or learning or anything but training. Then, as many have written here, focus on the WHY. Why this course? Why now? Why will it help me? Use language that allows a reader/listener to believe it'll be beneficial. Don't say: "You'll get better at your job." That can come across as negative (I'm not doing a good job!). Do say: "You'll get even better at your job." That little word "even" packs a powerful, positive emotional punch, and usually allows a listener to believe the courses or lessons are going to help them advance.

To effectively manage resistance to training, focus on clear communication beforehand, highlighting how the training benefits employees' careers and daily tasks. Make the training itself engaging and relevant by involving employees in the planning process and tailoring the content to their specific roles. Address any logistical concerns by offering flexible schedules and technical support, and remember to acknowledge and address their anxieties about the change.

It is important to tie the training needs with the career goals and performance goals of the employee. Sometimes there is lot of resistance to be a part of training programme. Incentives or external motivation can be a great booster to make them less reluctant. The training has to be fun, engaging and loaded with wisdom which will then ensue them to come for training without resistance.

Ask participants to list 1 or 2 things they would like to have learned by the end of the course Post or read aloud the submissions, and indicate for each whether that will be included in the program

Aside from communicating the incentives and benefits of training. It is also necessary to look into personalizing and customization of the training intervention, making the learning process more suited with the training participants unique learning styles, backgrounds, needs and previous experiences that would result to increased engagement, better retention and transfer as well as their satisfaction and motivation to apply the learning back to the workplace.

True learning at work is a two-way street. It thrives when employees drive their education, choosing what and how they learn to match their goals with the company's vision. When workers help design their training, they're more engaged and the lessons stick. It's not enough to hand out manuals or sit through slides. Ask employees what skills they want to hone and what knowledge gaps they see. This turns learning from a task into a tailored growth opportunity, where every every moment counts. By owning their learning, employees become proactive, resourceful, and invested in their progress. It's empowering for the staff and beneficial for the company, creating a workforce that's not just skilled but also motivated and self-driven.

Involvement and empowerment are things adult learners expect when it comes to training. From the simple things like deciding what time and how long the coffee break time will be to the more sophisticated element like how the discussion session will be arranged can make huge difference in the learning atmosphere.

Considering different learning styles, information processing methods and ways of making sense of change is a true challenge of diversity and inclusion. Adult learners are problem-based learners - they want clarity about what problem the training is addressing and how they will be able to solve this problem better after the training.

I have realized that involvement drives engagement. Invite peers as guest speakers to share their opinions on the topic. Make a competition between participants or departments based on assigned projects upon completion of the program. Let your subject matter experts to run part of the training. All of the above helps to promote learning internally and therefore reduce resistance.

In fostering a culture of continuous learning, it's paramount to shift from a top-down approach to one that prioritizes employee involvement and empowerment. Rather than dictating training programs, organizations can benefit immensely by soliciting input and feedback from their workforce. Providing employees with a degree of choice in content, format, pace, and schedule not only personalizes the learning experience but also enhances overall engagement.Encouraging the sharing of experiences, opinions, and ideas creates a collaborative learning environment, where peers and mentors become valuable contributors.This approach not only diminishes resistance but cultivates a profound sense of ownership,commitment,and accountability among employees

Creating a safe space for development is part of masterful facilitation. Sharing a personal story of change that includes some of the common fears and challenges will help people open up, as they relate to you.

Overcoming the fear of training starts with small, sure steps. Imagine giving a puzzle to a child and cheering them on with each piece they fit right. It's the same with adult learning. Start with easy tasks that employees can master quickly. This builds their confidence. When they see they can do these well, they start to believe they can handle more. It's important to show them that every small win is a big deal. This helps them feel safer trying new things and less scared of failing. Once they get past the first few wins, they often start to like learning and see its value. This approach turns fear into courage and challenges into chances to grow, making training something employees look forward to, not something they want to avoid.

You should create SOP for opening any training events where the trainer must emphasize the psychological safety aspects and invite the participants to express their concerns, ask questions, and make mistakes. Say something like : "It's ok to make mistakes in this room so I and other participants can help you to correct them instead of you make the mistakes outside this room which might cost you and the organization."

Foster a learning culture rooted in compassion, not persecution. Employees need to know mistakes will not be punished, but celebrated as progress. Provide ample support systems and resources to smooth out the difficulties. Share vulnerabilities yourself to model openness. When employees feel safe to reveal struggles, ask questions, and take risks, the walls come down. They become receptive, motivated learners. Psychological safety is the foundation, the bedrock, upon which all else is built. Construct it deliberately, boldly, without compromise. The rest shall follow."

Clarify that the training is a learning opportunity, not an evaluation of current skills. Emphasize a supportive environment where mistakes are viewed as part of the learning process. Implement a feedback mechanism where employees can express their concerns or suggestions. Actively respond to feedback, demonstrating that their input is valued. Clearly articulate how the training aligns with potential career advancement opportunities within the organization. This can motivate employees by linking the training to their long-term professional goals.

Evaluating training in a workplace might look like this: After a customer service workshop, you check how quickly employees respond to emails. If they're faster and customers are happier, the training's working. You could also give quizzes after a session to see if the team understands the new system. Getting their feedback helps too. Ask them what they thought and felt about the training. If they're excited and using new skills, it's a success. If they're confused or uninterested, it’s back to the drawing board. You measure results by better performance, behaviors by how they apply the training, learning by tests and observations, and reactions by their feedback.

The mot important part of the training is to enable implementation of the skill learnt. I have seen many organizations follow the Kirkpatrick model and do several pre/post inputs to measure progress and also encourage participants to self-track progress. Engaging with stakeholders, managers, 30-60 days post training touchpoints are all methods to contextualize. The feedback loop to make the next version of the program is very vital too.

If there is no evaluation and followup , all the efforts put in towards training employees may not deliver the desired results. The Kirkpatrick 4 level evaluation is an excellent way to evaluate the effectiveness of the training programs conducted. In addition, involvement of the manager in providing opportunities to the team member to put into practice what they have learnt is also very important. I have often seen this follow up by managers missing. The common feeling amongst managers is that they have done their job by nominating team members to respective training programs, now they must take full responsibility for learning. The manager should also follow up, give opportunities & coach team members to increase effectiveness.

According to Barbazette (2006), resistance can originate from a variety of reasons, from a lack of understanding about the benefits of training to fears related to changes in the status quo. What is recommended by several scholars, such as Baldwin and Ford (1988), is to involve employees in the design and implementation process. This provides a sense of control, and also addresses resistance by providing a participatory environment (Rouiller & Goldstein, 1993). Transparent communication about training objectives and impacts is essential to dispel uncertainty and reduces resistance (Holton III, 1996) Recognizing and proactively dealing with employee concerns adds up to an environment receptive to training and learning (Saks & Belcourt, 2006)

The true test of any training program comes after the curtains close. Will the knowledge gained and skills developed deliver impact when employees are back on the job? This is what determines your training ROI. I'd like to underline the importance of employee engagement in evaluating and following up on any training outcomes and impact because when employees are engaged, they are more likely to participate in training programs, be motivated to learn, provide honest feedback, apply and transfer their learning to their work, and support and coach other employees.

Training ideally is embedded in the day-to-day as well as concentrated in specific programs to go deeper. To move to a true learning organization requires making the things you want everyone to know really accessible - any time, anywhere, bite-sized, digestible, interactive. It also requires a link with a feedback culture - the more people get used to giving and receiving feedback, the more they realise that not knowing something is ok, that they are encouraged to try, to fail, to be curious, that it will reflect positively on their career if they do, the more people will spend time on learning.

People don’t resist training. They resist their perception of what it will be. People always fear being put on the spot. Looking stupid. Failing in front of colleagues. Being humiliated and more. People learn in different ways. Stories. Video. Group work. Listening. Watching. Video and so on. A good trainer has an obligation to read their audience, assess engagement, and adapt to those who have not zoned out but can’t embrace the form of training being offered. The onus is on the trainer. Not the student.

To manage resistance to training, communicate the benefits, address concerns, tailor training to individual needs, and involve employees in the process to make it more engaging and relevant.

Individual needs and requirements need to be the top consideration - the 'one size fits all' approach doesn't work, especially when there is potential resistance!