The most common solution to almost any problem in the workplace is training. But how effective is it, really?
We spend almost 80% of our waking hours in some form of communication, 45% of which is listening, but we only remember 25-50% of what we hear. Some studies have shown that we may forget up to 80% of all new information within a few days of a learning event.
The information dump that typically occurs in training only activates our short-term memory, much like cramming for a final exam in college. While repetition does aid in retention and recall, our brains need time to absorb the new information.
Recently, I was talking to someone who said that they sent a middle manager to a leadership development training over the course of a week. After several months (and a hefty investment), they saw no improvement in the employees behavior. Was I surprised? Nope.
If there is not ongoing engagement with the employee after the training and accountability on learned principles, then the employee will naturally fall back to old tendencies. One, because it’s more comfortable, and two, because he has forgotten almost everything he learned. The one-and-done approach is not effective. In fact, studies have shown that spacing learning out over time helps people learn more quickly and remember it better.
There are generally two types of training: obligatory and reactive. Examples of obligatory training are new employee onboarding, monthly tailgates, and annual seasonal prep. Reactive training occurs as a result of a corrective action, (a reminding activity). We rarely consider training as a preventive measure worth investing. As you reflect on your organization, consider whether you would prefer an employee who learns fast and forgets quick or an employee who takes their time and remembers forever?
Most employees are in a position of management because they can perform tasks of a job really well. We reward action with promotion. But we do very little to prepare them with the soft skills and the responsibility that comes with the role.
In fact, a study fielded by Wakefield Research found that a staggering 98% of middle managers felt their managers needed more training in conflict resolution, time management, employee turnover, professional development, and project management. 87% of middle mangers, themselves, wished they had received more training before they became managers. And another 98% believed that key objectives of their company, such as morale, revenue, client satisfaction, and employe retention would improve if managers were trained to be effective more quickly.
These are shockingly high numbers to consider.
If your training program is centered around simply adhering to mandated laws and requirements, then that is one thing. But if you train with a desire to educate and inform workers, reduce injuries, change behaviors, and increase moral, then it’s worth setting goals, training intentionally, and measuring your programs effectiveness.
What kind of investment are you making in your employees to prepare them for (or keep them in) management?