Is There Too Big of a Gap Between Training and Your Business? Probably!

In up to 70% of companies, there is an unproductive and unacceptable gap between training and the business. When we ask training, they think they are doing a pretty great job. When we ask business leaders however, they paint a much bleaker picture and are frustrated with the lack of tangible results.

Those in charge of the company’s business end of things rightfully don’t always regard training as a critical player in the overall health or performance of the organization. They have seen too many training dollars unable to change behavior or performance. In fact, our research shows that training alone only changes the behavior of 1-in-5 participants.

But business leaders would do well to reconsider the value and training practitioners would do well to reconsider their approaches to become more business relevant.

In fact, training done right can be a huge competitive advantage. Sound investment in training is about building the organizational capabilities most critical to short- and long-term performance. What matters most to close the gap?

1. Define Business Relevance with Key Stakeholders. Starting with a clear business metric to move that matters to the participants, their bosses and the company as a whole. While important down the road to instructional designers, do not be fooled into starting with learning objectives. They just take you one step away from the business you are trying to support.
   

2. Gain Agreement on the Critical Few Skills with Leadership. Begin with a targeted training needs assessment to identify what skills matter most to the business - both now and in the future. Then identify the biggest skill gaps for your target population that matter most to the success of the business. Do not get fooled into assessing generic skills or competencies. You need to find the skills that your leaders believe matter most for your specific strategy and your unique organizational culture.
   

3. Create a Systemic Performance Plan Using Change Methodologies. Training events provide insight and awareness. They do not change behavior. Treat your program as a change initiative and include a solid business case, executive sponsorship, clear and measurable goals, effective communications, performance coaching, support tools and processes, rewards and consequences, and the measurement of adoption and impact.