Your team members are hesitant about training activities. How can you get them on board?

Here are a few suggestions: 1.? ?Communicate the benefits of the training for both the organization and the individual team members. Emphasize how the new skills will enhance their job performance, career progression, and overall job satisfaction. 2.? ?Offer training sessions at various times or formats (e.g., online, in-person, self-paced) to accommodate different schedules and learning preferences. Flexibility can reduce resistance and make it easier for everyone to participate. 3.? ?Show your commitment to ongoing learning by participating in training activities. When leaders demonstrate the importance of training, team members are more likely to follow suit.

Training can sometimes feel like just another task on an already full plate. To turn the tide, start by connecting the training to their personal and professional growth. Show them how it benefits their career trajectory and makes their job easier. Share success stories and involve them in the planning process, giving them a sense of ownership. Make it engaging and relevant—perhaps incorporating real-life scenarios they face. Lastly, recognize and celebrate their progress. When they see the value and feel supported, their hesitation can transform into enthusiasm.

?? Here are three key points to achieve: ??Clear Value Proposition: Explain how the training directly benefits them, such as improving their skills, career advancement, or making their job easier. ??Immediate Applicability: Demonstrate how the training is relevant to their current roles and can be applied to real-world tasks they encounter daily. ??Flexible Scheduling: Offer training sessions at various times or in different formats (online, in-person, self-paced) to accommodate different schedules and learning preferences. ??Anonymous Feedback: Use surveys or suggestion boxes to allow team members to voice their concerns anonymously, ensuring you capture honest feedback.

Recuerda que no solo se trata de cambiar mecánicamente los procesos, sino de gestionar la transición humana de manera efectiva. Para abordar el problema de las dudas sobre la formación, es crucial entender primero las razones que hay detrás. Los miembros de su equipo pueden estar preocupados por la relevancia de la capacitación para sus funciones, el miedo al fracaso o simplemente el cambio en la rutina. Entabla un diálogo abierto para descubrir estas razones. Este enfoque muestra empatía y puede ayudarte a adaptar las iniciativas de formación que resuenen con las necesidades y preocupaciones de tu equipo, haciéndolos más receptivos a las oportunidades de aprendizaje.

Na minha experiência um colaborador reluta para n?o fazer um treinamento quando n?o vê significado, n?o vê aplicabilidade ou está sobrecarregado de tarefas. Fazer um LNT - Levantamento de Necessidades de Treinamento é fundamental para treinar no que, quando e de que maneira, mais assertivamente. __________ In my experience, an employee is reluctant to undergo training when they don't see meaning in it, don't see its applicability, or are overloaded with tasks. Conducting a Training Needs Assessment (TNA) is essential to determine what, when, and how to train most effectively.

Busca la alineación de los beneficios para la organización con los beneficios en cuanto a competencias, proyección y crecimiento para el colaborador. Explica cómo puede mejorar las habilidades, impulsar la progresión profesional y aumentar la satisfacción laboral de cada colaborador. Enfatiza que la capacitación es una inversión en su desarrollo profesional. Cuando tu equipo ve cómo la capacitación se alinea con sus metas personales y los objetivos de la empresa, es más probable que estén motivados y se comprometan con las actividades de capacitación.

Herramientas importantes son por ejemplo la implementación de infografías interactivas, videos testimoniales y presentaciones dinámicas. Puedes realizar desde diferentes plataformas de comunicación interna como Slack o Microsoft Teams para compartir historias de éxito y beneficios tangibles.

Training should not proceed without clearly identifying and communicating its business benefits. Present a strong business case to leaders and convey these benefits to learners. Effective communication and endorsement from leaders are crucial for engaging employees.

Considero que la comunicación de los beneficios es uno de los factores importantes cuando la gente "no está convencida" ser muy claro en cómo podrá obtener beneficios personales, profesionales e incluso en algunos casos hasta bonos o premios; que entiendan que profesionalizarse es un ganar-ganar.

Once we get past the reluctance stage (above) then it's about communication. I appreciate that the blurb points out that "training is an investment in people's professional development." However, not everyone is at that stage of change or needs your particular brand of help. Our communication must help people see the need for the training in a way that is undeniable. The problem statement must be relevant to the learner. 1. "This is the problem you need to solve in order to do the thing." 2. "Here is the transformation that will occur, and this is why this transformation is critical." 3. This is how we can help. If we can't communicate the need to solve the problem, then people won't buy into our solution.

By providing a training environment where people can hone their skills, learn to collaborate, and expand their knowledge, you can not just keep your employees happy but boost productivity in the process. And that’s where team training can be so helpful.

Estrategias para simplificar la participación, utilizando la metodología KISS (Keep It Simple, Stupid): 1. Agiliza el proceso de registro 2. Ofrece flexibilidad en los horarios 3. Diversifica los métodos de entrega (según estilo de aprendizaje y preferencia de formato) 4. Usa la Tecnología para facilitar la participación 5. Minimiza la burocracia 6. Promueve la capacitación

People have too much to do. Make it easy for them to get into the training. This is a technique I have learned the hard way, as no matter how easy I have made the training it ends up being too much work for some people. You have to find the balance and manage to reduce the workload without dumbing things down or leaving out the essentials.

Previously, facilitating training required many roles and resources, such as trainers, co-trainers, assistants, supporters, venue, and materials. While these are still essential for large company-wide programs, modern technology, and training design methods can simplify training activities. These advancements help maintain, or even improve, delivery outcomes.

This is more than a "Simplify Participation" issue. This is about simplifying training - period. If you have an LMS, how people register for a course is pretty much set in stone. However, we can offer options to simplify the training. - Can people "test out"? - Can the program be self-guided or self-directed? - Can the program be "flipped" so only the most valuable information is included in the "live time"? - Can the training be delivered in drips so as not to completely disrupt the workflow? Then, are the resources easily discoverable? Or are they buried 10 clicks into your LMS? This is the real frustration - there is help out there, but people can't find it or access it. Make finding resources as easy as using Google.

Algunas estrategias clave: 1. Recursos de capacitación previos, ?son necesarios? 2. Mentoría 3. Intranet para consultas, sean de tu área o no 4. Agenda de consultas clara de las personas a las que pueden consultar para obtener ayuda adicional 5. Entorno de aprendizaje 6. Accesibilidad de los instructores

Asegura que los colaboradores sientan que tienen respaldo durante su proceso de formación. Algunas herramientas que se usan son por ejemplo Mentorship programs o sesiones de coaching.

One of the main reasons training fails is because we don't plan support after the fact. We depend on the learners coming to us with questions. Which never happens for a variety of reasons. To help this along, we can: 1. Add drip lessons before, during, and after the training to support the learning. 2. Send additional resources after the training to connect lessons to learning 3. Have the participants help build a program wiki to share supporting resources or advice 4. Prior to the training, provide the line managers with support to help participants once the training is completed. 5. Provide a refresher course 30/60, or 90 days after the program conclusion. 6. Provide opportunities for participants to share what they learned.

I noticed that some of my team members were hesitant about participating in our new training activities. To turn things around, I decided to start recognizing their efforts more actively. After each session, I sent out thank-you messages highlighting specific contributions, and during our team meetings, I publicly acknowledged those who excelled. We discussed how this training could lead to career advancement opportunities to appeal to their intrinsic motivation. These small gestures, especially the internal motivating factors, made a big difference. Suddenly, participation increased, and I could see a shift in the team's attitude toward continuous learning.

Reconhecimento profissional é muito importante para todo o processo de desenvolvimento, em especial, a gera??o Z e Y, necessitam dessa moeda de incentivo. Pode ser um certificado, um selo, um pin ou até mesmo um café para as pessoas que fizeram aquele programa. Tudo isso ajuda a engajar. ------ Professional recognition is crucial for the entire development process, especially for Generation Z and Y, who need this form of incentive. It can be a certificate, a badge, a pin, or even a coffee for those who completed a program. All of this helps to boost engagement.

Recognizing efforts sets the tone for helping participants see that the training means something. Change is always tough, and a training program is about change - so let's recognize the efforts. Not only that, but how can we recognize participants who are brave, take chances, or ask challenging questions while in the program? How can we reward those who are the wallflowers in the group? 1. Physically mail affirmations to participants. Be clear with what you are affirming (took risks, lead the group, help solve a problem). 2. Send an email to their managers acknowledging their efforts. 3. Create quiet moments that allow for positive reflection. Have the people reflect on what they did well and how someone in the class helped them.

Es clave motivar a los empleados reconociendo sus logros en las capacitaciones. Puedes utilizar programas de reconocimiento como Bonusly. Tambien realizar implementación de badges y certificaciones digitales que se pueden mostrar en los perfiles profesionales (como LinkedIn)

Como líder, crea entornos donde los empleados se sientan parte de una comunidad, por ejemplo uso de plataformas de redes sociales internas o foros de discusión. Otro punto clave es crear grupos de aprendizaje colaborativo usando herramientas como Workplace donde los colaboradores pueden compartir sus conocimientos y experiencias.

To address your team’s hesitancy toward training, start by understanding their concerns through open dialogue. This helps tailor training to their needs, showing empathy and relevance. Clearly communicate the benefits, emphasizing skill enhancement and career growth. Simplify participation by streamlining processes and offering flexible formats like online and in-person sessions. Recognize their efforts with thank-you messages, public acknowledgment, and rewards. Finally, foster a learning community for peer support and shared experiences. These steps create a supportive environment that encourages engagement and continuous learning.

Communicate the Benefits: Clearly explain the benefits of the training, both for the individuals and the team as a whole. This could include learning new skills, improving performance, enhancing career prospects, or making their jobs easier. Address Concerns: Some team members might be hesitant due to fears or concerns. These could range from fear of failure to concerns about the time commitment. Address these openly and honestly. Provide Support: Some team members might be hesitant because they feel they won't be able to keep up. Offer support and mentoring to help them through the training.