It is incorrigible to find so many firms with worker inefficiencies and dissatisfaction. 58.5 billion dollars per annum is spent globally on training. This daunting figure sends a different message when broken down. 70% of most firms do not conduct training that helps them remain competitive. Typically during economic volatility the first line item cut is training. However, the most vital resource for all organizations is training.
Customer Service and sales are CNFN critically important to all organizations. The frequent pace of product development, client topography and product updates necessitate continual training. However, the size, cost and geographies of delivering training become cumbersome. Ironic, given our knowledge-required economy.
In recent research for this article our firm discovered that 90% of training programs conducted for corporations result only in a 90-120 day increase in productivity and, as a result, fewer than 20% of companies realize any sustainable productivity gain that lasts beyond 12 months. The rationale- training is treated as an event not as a process. To obtain long-range results and consistent progress, training must be conducted frequently. Additionally, our research with over 300 leading organizations denoted seven factors that infringe proper training.
Habits are not like Cigarettes – One cannot do Cold Turkey
A chronic misunderstanding about training is the issue of changing habits. Habits are formed from years of influences and behaviors. These behaviors have cultivated through many years of constant repetition. Enculturation is manifestation of behaviors both personally and professionally. Through years of progression the behaviors become our daily routine, or habits. It is weariful to believe that habits will change during a one or multi day training session.
Statistics prove that cigarette smoking through cold turkey miserably fails. So why think that training is any different. It is inconceivable to change behaviors and attitudes in a day. You can draw attention to the issues simply not change them.
Solution: The best methodology for changing behaviors is to influence them. First, use one day to draw attention to issues. Create awareness and provide some simple measures that allow workers to be mindful of the issues. Utilize technologies that continually enforce learning to make it stick. Then create opportunities for continued development. These include focus groups, shadowing, interviewing clients and suppliers. Finally, continual classroom training is pragmatic. Today’s employee craves new learning opportunities and monthly or quarterly learning especially in a knowledge economy is paramount to organizational success.