Understand the new hire concerns, highlight benefits, personalize training, make it engaging, encourage communication, showcase success stories, provide support, recognize progress, and connect training to their career growth to ensure active participation and commitment.

In my experience, resistance to training often stems from a lack of clarity on its value or a mismatch with the individual's learning style. I’ve found that making the training feel relevant and personalized can significantly improve engagement. One approach is to connect the program’s objectives to their personal career goals, showing them how the skills they’re learning will benefit them directly. Encouraging peer mentorship also helps—pairing them with a colleague who has successfully completed the training can create a supportive environment. Lastly, I believe in fostering a culture of open communication, where feedback is welcomed, and adjustments can be made.

Widerstand gegen ein Ausbildungsprogramm ist oft kein Ablehnen von Wissen, sondern ein Ausdruck von Unsicherheit oder fehlender Relevanz. Statt Druck aufzubauen, sollte die Schulung radikal individualisiert werden. Eine M?glichkeit: Der neue Mitarbeiter gestaltet aktiv mit – welche Lernformate bevorzugt er, welche Themen sieht er als wertvoll? Peer-Learning und praxisnahe Mini-Projekte statt standardisierter Kurse schaffen Eigenverantwortung und Sinnhaftigkeit. Lernen muss nicht aufgezwungen werden, wenn es als selbstgesteuerte Entwicklung erlebt wird. Wandel gelingt durch Anpassung, nicht durch Zwang.

Haz un poco de autocrítica, el problema no surge de la nada. Si se ha llegado al punto en que se lo has propuesto y lo ha rechazado directamente: ?Viste las se?ales previas de resistencia? ?Hubo una escucha activa para entender sus motivaciones y preocupaciones antes de llegar a esta situación?

First, we need to understand ?????? the training is being resisted. Often, new hires push back because the training feels outdated. Teammates may have already shared that the material doesn’t match real challenges, creating negative expectations. The first step is ensuring that training aligns with reality and expectations. Next, provide a clear plan. Outline what training needs to be completed, where the resources are, and when each part is due. A simple, easy-to-follow document helps new hires stay self-sufficient. Finally, gather feedback from recent hires and keep improving the training. When employees see the program evolves based on real input, engagement follows.