How can you make sure all employees benefit from training programs?

There are many factors that contribute to the success of a good training and one of them is assessing the learning needs by understanding people's pain points, challenges, expectations from the training. This can be done both before the training and during the training. By creating learner profiles, you ensure personalized and targeted approaches, making the learning experience more engaging and relevant.

In my experience, customization is key. In order to truly meet the specific needs and goals of each employee or department, it can be helpful to conduct a thorough needs assessment before designing the training programs.

In addition to assessing the learning needs, it's critical to connect the goals of training directly to organizational outcomes. What does the company/organization need to accomplish? Is growth/revenue stagnating? Is the company looking to expand to new markets? Is the sales org great at securing new customer accounts and needs to improve recurring revenue targets? Are NPS scores flagging? Once you identify CLEAR outcomes, you can more easily design and deliver targeted training and measure the impact and ROI.

I agree, but in my opinion the #1 reason Learning and Development plans fail is because the cultural conditions for successful institutionalization are missing. In order to understand gaps, in skills, knowledge, attitudes, behavior, and abilities, there needs to be a clear articulation of the company values, strategy and purpose. The value of training needs to be communicated, reinforced, continually, talked about and recognized.

We wanted to foster a stronger culture of learning at my previous company. Before auditing training needs, we held a learning hackathon with a cross functional group. We first explored the barriers that got in the way of learning at our organization. We had people ‘throw a tantrum’ about learning which generated all sorts of insights (not having permission to attend from managers, senior leadership not showing up, too much classroom based content, trainers not being recognized for their efforts). We also had people describe their most compelling learning experiences, which led to lots of interesting ideas about how we could develop learning experiences. 18 months later we won Learning Team of the Year at the Global Learning Awards :)

Spaces must be created where the objective is only training. In many cases, training becomes an addition to daily work. Planning and freeing up time is necessary to be able to take advantage of the training.

The "right" format will be the one that best encourages employee engagement. It is also very important to make the training content not only relevant but also interactive and interesting. Consider incorporating hands-on exercises, simulations, case studies, or group discussions to encourage active participation and real-world application. Additionally, leveraging technologies such as gamification or virtual reality can make the training experience more engaging and immersive.

Assessing unique learning needs is crucial for designing effective training programs. Customize methods to individual employees / departments, ensuring alignment with specific needs. A basic needs analysis is essential. Consider the strategic dimension, linking training goals to organizational outcomes. Aligning with broader company objectives is vital for success. Clear outcomes enable targeted training interventions, fostering sustainable learning & contributing to organizational growth. However, awareness is needed as training impacts employee performance temporarily. Balancing personalized learning paths, strategic alignment with organizational goals & allowing time for employee development creates a comprehensive and effective approach

With more global workforce scenarios struggling to manage timezone challenges to attend LIVE sessions, its important for training managers and talent heads to look for inclusive methods when arranging trainings and talent development programs. While online platforms offer accessibility and self-paced learning options, in-person sessions offers more engagement and real-time interaction and team "bonding" opportunities. Striking the right balance; the key lies in recognizing that a one-size-fits-all model is outdated. But a tailored, flexible approach ensures that every employee can engage meaningfully, resulting in a more skilled, motivated, and cohesive workforce.

The right format goes beyond the media itself. Care needs to be given to the different ways people learn. Some learn linearly (following a method), some learn through story telling, others learn by lterally doing it for themselves. The more options you can use in sharing the knowledge, the more people will pick it up quickly. Some need the why, others need the how ... most need both.

While it is important to ensure that training programs are easily accessible, it is also essential to consider the diverse needs of the participants. This may include providing training materials in different formats (e.g., written materials, videos, audio recordings) to meet different learning preferences. Additionally, offering flexible training schedules or asynchronous online courses can accommodate employees with different work schedules or remote locations.

When it comes to training delivery a framework of Universal Design is essential. Rather than waiting for someone to request accommodations, review your platforms, techniques and frameworks for barriers. Here are a few things to look out for: 1. If using video does it have access to closed captioning? 2. If text is available is it screen reader friendly? 3. Are your fonts easy to read with high contrast backgrounds? 4. Is the training environment and activities accessible to people who experience sensory disturbances? 5. Are there a variety of ways to engage: voice, writing, anonymous contributions, hands on etc. This is just a starting point, but ensuring that the most marginalized have space at the training guarantees everyone will.

Ensuring universal accessibility to training programs is not just a commitment to inclusivity; it's a strategic investment and increases employee engagement. To make training programs genuinely beneficial for all employees, prioritize accessibility features such as closed captioning, transcripts, and screen-reader compatibility. Embrace diverse learning modalities, accommodating various styles and preferences, and provide alternative formats for materials.

Crafting training programs with accessibility in mind is like building a bridge that allows every traveler, regardless of their abilities, to smoothly cross the same river toward knowledge. It involves creating pathways, much like constructing ramps and sturdy bridges, to ensure that everyone can access and navigate the learning journey comfortably and effectively.

In my experience, some of the main roadblocks are: - Trying to do a "one size fits all" training program. If the content is not aligned with the participant, they will check out. I have found that tailoring training content to different sub-groups can greatly assist in the success of training. - Time and again, I have seen training end up being a waste of time and money because employees didn't get the support they needed to implement what they learned. Often times issues within a team or across departments need to be addressed in order for training concepts to be successfully implemented. - The more practice employees can have with the concepts, the better. It's easy to say "I understand it." It is more important to be able to "do it."

Learning is ongoing and there should be retention mechanisms built in to do this. Feedback and support are critical for improvement of the staff and the content. Training surveys and evaluations are a must as this indicates areas that worked well/not worked well. It gives you a window to determine areas of improvement. A good trainer will employ mechanisms (quizzes, discussion groups, games and activities) during the training session to ensure knowledge transfer and gather real time feedback. Support is how you will continue to guide the learning after the session. The 4th and 5th level of learning are accomplished after the learning event. Will you employ periodic refresher trainings, Q&A sessions, discussion groups, FAQs and QRGs, etc.

You must co-opt the managers of the employees. Unfortunately, most managers 1) don't know the right questions to ask after their team members come back from a training program and 2) don't hold them accountable for applying the new skills to work. So, your design must include one or two sessions for managers so that they are fully equipped to support the learning transfer.

I agree 100%: soliciting employee feedback is critical to evaluating the effectiveness of training programs. In addition to traditional surveys or evaluations, consider implementing more dynamic feedback mechanisms, such as live surveys during training sessions or discussion forums where employees can share their thoughts and experiences.

Feedback should be a two-way street, inviting insights and questions from employees on the relevance and effectiveness of the training. This promotes a sense of ownership and tailors future programs to specific and more nuanced needs. Simultaneously, providing robust support mechanisms sucb as mentorship, resources, and follow-up sessions solidify the learning experience and will ensure that the trainings are not just mere initiatives, but rather, its contributing to transformational change and sustainability!

Feedback and support also encourage accountability. It's a gentle nudge that the training mattered and they are expected to do something with it- bear fruit?? Very often, training is a check-the-box activity treated like "this one time in band camp..." The Law of Forgetting sets in and 7 days later, the content transitions from self development to SHelf development (cause that's where it stays) Applied learning matters. Organizations can implement start, stop, continue initiatives. Participants can create those plans during training. Then leaders connect with participants immediately after training to discuss what they plan to start, stop, or continue as a result of learning. Now there are tangibles and support can be provided

Evaluating impact, for me is where I see the majority of organizations missing the mark. Absolutely, immediate evaluations like surveys and post-assessments can help give a snapshot of the impact of training. I’m more interested in measuring whether or not the information and skills are being applied. For this, we have to start at where we want be at the end of the training and design to get us to that goal. For example -We want managers to be more adept at resolving conflict. -We build a training that provides them with the necessary skills -We incorporate 360 feedback and allow team members to rate their managers proficiency in resolving conflict. -We measure annual growth. We have to know the end goal to set the proper metrics.

Evaluation tools such as surveys, tests , interviews and observations might be useful to get accelerated analysis or setting up standards to your program. However at the end of day training program should generate results. I suggest a program which can encourage employees to share the positive or negative results while applying the concept. A space where Employees share their experiences to others and acknowledge their contributions

Start with the end goal in mind. In other words, what impact is your training program supposed to have on the business? We’re talking KPIs, metrics, and business objectives. Remember, if this was request from a department inside your business, there was a performance problem they wanted you to solve through training. Training should improve human performance that ultimately drives better business performance. We can measure these efforts by using Kirkpatricks Model of evaluation —measuring reaction (to training), retention (knowledge), behavior change, and business impact —emphasis on BUSINESS IMPACT. L&D professionals use this model to build a sound evaluation strategy to ensure training programs are effective.

There are a number of ways to evaluate effectiveness (Kirkpatrick, Brinkerhoff, Kaufman’s etc.) However, you don’t have to know anything about those to make an evaluation. What do you want to happen after the training? Start with the end in mind and develop metrics around that. For ex., do you want to increase customer satisfaction? Do you want to reduce errors? Your purpose for training can be corelated to some measure of effectiveness. After the training, evaluate whether it is being followed. Are you now hitting the metrics you designed before training? That’s a good way to know if the training was effective.

This is where majority drop the ball. Quite easy if factored in frm the planning stage. Formula for measuring ROI for a trng prog is as follows: ROI = (Net Profit frm Leadership Training - Total Cost of Leadership Training) / Total Cost of Leadership Training "Net Profit" refers to the gains or benefits achieved as a result of the trng prog, such as increased productivity, improved employee retention, or reduced turnover costs. The "Total Cost of Leadership Training" includes all expenses associated with the program, including trng materials, facilitator fees, venue costs, etc. Dividing the diff btwn the net profit & total cost by the total cost itself provides a measure of the financial return on the investment, expressed as a %.

Training programs have to be learner centric, giving the learner visibility on how training can support his career progression. With learner centric approach training programs can focus on relevance, and weave it into their everyday activities to improve performance. So there’s no one size fits all, personalized learning journey using blended learning experience training programs can become a pivotal part of employee’s growth journey.

Implementing creative strategies can enhance learner engagement: Gamification: Incorporate game elements like rewards, leaderboards, and challenges to make learning more enjoyable and competitive. Microlearning: Deliver bite-sized, focused content that employees can access on-demand. Peer Learning: Encourage knowledge sharing among employees through peer-to-peer mentoring, discussion forums, or group projects. Flexibility: Allow employees to choose when and how they engage with L&D content, promoting autonomy. Learning Events: Host virtual or in-person learning events,m to bring employees together for immersive learning experiences.

There are 4 factors to consider to maximize impact the impact of any learning experience. 1. Need: why does the person need to develop the skill? 2. Want : do they want to develop the skill? 3. Access: do they have access to the right resources (people, content, time)? 4. Application : will they be able to practice the skill? Think about this example: You buy a language program to learn Italian. Do you need it? No, you can use Google translate. Do you want to learn it? Yes, it's fun to learn a new language. Access to Duolingo is easy and inexpensive. You're going to Italy, so you'll get some practice. 3 out of 4, not a bad investment. Now answer "no" to everything but access. That's, unfortunately, most training programs.

Many companies insists that employees go for training on Friday evenings and weekends. This merely achieves two effects. 1. Sends a clear signal that the training is unimportant. And 2. Demotivates the trainee before the training even starts. If the training was indeed important, companies should be investing productive time instead of expecting trainees to give up evenings and weekends to "upgrade" themselves.

Skill and Will of the individuals need to be considered while assessing the learning needs. If a person is lacking in skills but having a will to learn, then encourage the person go through the required training programs by establishing how it benefits the person and the organization. However if the person is lacking skills and not willing to learn, then managers/leaders need to understand the root cause and address the issue.