Every year, organizations spend millions in training and development. The most common question asked is "How can I ensure my people practice what they had learned." In order words, how I can get back the return on investment in (ROI). This article is written to answer this question. The seven reasons why training is not effective clearly shows why the investment for training does not bare fruits. It also shows you how to avoid these mistakes when trying to implement training & development in your organization. With each reason, comes with three preventive actions which can be used as a checklist before you execute any training. Finally, this article is written with the hope that either organization or individual can fully utilize the training budget to get the desired results without complaining that training is a waste of money.

Reason #1

"People rarely are held responsible for using what they learned in a course or workshop when they get back to the workplace."

What you can do about it:

1. Give people a clear message before participating in training what the expectations of them will be when they return.

2. Plan some time with the participant both before and after the training session.

3. Let participants know before they attend that an action plan is expected as a result of the training session. (Then be interested in the outcome.)

Reason #2

"Often training has no connection to the strategic objectives of the organization, not supported in the organization – or given the time to work."

What you can do about it:

1. Make training decisions based on strategic direction and real performance gaps. Once those training priorities have been set, stick to them.

2. Resolve to give the training time and support to work.

3. Gain top management commitment & buy in. If possible organize a pilot with the top management

Reason #3

"The piling on the work paradigm"

People may resent having to be in the training because they don’t understand why they’re there, and they know they’ll have to work harder when they get back to the job to catch up

What you can do about it:

1. Make a commitment to get a return on that training investment.

2. Resolve to give the training time and support to work.

3. Set up a plan to handle the work while the participant is learning. This action speaks volumes about the importance of the training.

Reason #4

"Old habits are hard to break! Habits are especially hard to break when there is no support for the new skills and behaviors back in the workplace."

What you can do about it:

1. Give people a clear message before participating in training what the expectations of them will be when they return.

2. Let them know before they attend, that an action plan is expected as a result of the training session. (Then be interested in the outcome.)

3. Ask them how you can help them reach their new performance goals. All of these actions will make accountability clear.

Reason #5

"One size fit all syndromes; management doesn’t really know who needs the new skills and knowledge."

What you can do about it:

1. Base training and participation decisions on skills needed to be effective in the workplace.

2. Conduct training needs analysis for the whole organization.

3. Segregate training by department or divisions.

Reason #6

"The lone ranger situation. No one they work with has the same new skills and knowledge that they do. Without support, as a Lone Ranger, the new ideas they bring back may not get implemented due to peer resistance or ignorance."

What you can do about it:

1. Give an entire work group training in new information and skills at the same time. (Whenever possible and appropriate.)

2. Build training that is linked to the problems at work as well.

3. Use real work in the training when possible.

Reason #7

"Training time is compacted in the name of practicality or efficiency. Trainers are asked to complete the training in shorter and shorter time blocks."

What you can do about it:

1. Give the trainers some muscle - let them be strong advocates for training that is skill based, and not just meant to fill the ever-shortening time slot.

2. Determine clear performance outcomes for the effort up front

3. Support continuous improvement. Organize training based on series of training program.