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Review , revise
Delivery is just one half of the workplace training equation .
By Gerard Newcombe
With policy , purpose and program in place , organisational leaders and trainers may believe they have mastered their workplace training implementation . However , there is one final step in the training lifecycle to ensure employee development keeps pace with business needs .
Ensuring training remains fit for purpose is only possible through the prism of a structured process of reviews and revision . Just like product mix , marketing and culture , workplace training cannot deliver optimal returns with a ‘ set and forget ’ approach .
CONDUCTING REVIEWS Reviewing existing training performance should examine two core aspects :
• that pre-determined outcomes are being achieved to acceptable standards ; and
• the program delivers across all professional , interpersonal and technical skills required of the participants to be able to effectively undertake their duties . If either of these are not satisfied , then the existing training program is not fit for purpose and will require modifications ( or worst case , a complete overhaul ).
Such re-evaluations should be undertaken whenever a skill or knowledge gap in your workforce is identified and / or :
• when new equipment is installed
• when regulatory bodies alter compliance requirements . As a rule ( in the absence of major operational structure changes ), performance reviews should be conducted every six months to analyse developmental outcomes and generate feedback on operational requirements .
REVISIT THE POLICY As a rule , training policies should be reviewed every one to three years , though most experts recommend annually .
Circumstances which may change and necessitate a review of training policies include :
• technological advancements ( introduction of new equipment , systems or processes )
• key personnel
• management structure , and
• operational parameters .
In most companies , the HR manager is responsible for reviewing and updating the training policy . Where there is no human resources department , this responsibility typically falls to senior managers .
Upper management must be made aware of , and explicitly authorise , any policy and procedural changes to policies , and know who is responsible for their implementation and subsequent review .
TURNING AROUND POOR OUTCOMES
Each training program can be evaluated by way of :
• employee reaction and satisfaction ( both during and post training )
• employee knowledge retention
• employee application and implementation of new skills / knowledge
• self-assessment questionnaires
• informal feedback from peers and managers
• focus groups
• on-the-job observations , and
• comparing actual job performance against KPIs .
The failure of one or more employees to demonstrate improved results in these areas should prompt a review of the program content to evaluate its effectiveness related to those individuals ’ work tasks .
Additionally , the success ( or failure ) of any training program has much to do with its delivery . This should be reviewed by analysing the :
• audibility of the trainer / supervisor by all participants
• trainer / supervisor ’ s understanding of the topic presented
• pace of delivery ( too slow risks participant boredom ; too fast risks lack of clarity over key elements )
• suitability of any verbal or visual aids used
• referencing of the relevant manual or guide
• opportunities for participants to ask questions , and
• balance of different skills levels and job roles of each employee .
REAL-WORLD LEADERS Consider the following global examples of global organisations renowned for the effectiveness of their training programs :
• Amazon prepays 95 per cent of new employee tuition at fulfillment centres to take courses in “ in-demand fields ”, as determined by current and projected operational requirements .
• AT & T partnered with Udacity to launch self-paced , fast-track technical credentials called Nano degrees across web , mobile development , data analytics and tech entrepreneurship .
• Schneider Electric offers Energy University , a free online educational resource with more than 200 courses on energy efficiency and data centre topics .
• Adobe delivers a variety of educational resources through its “ Accelerate Adobe Life ” programs for all new employees , college graduates or individuals entering the workforce .
INGREDIENTS FOR SUCCESS Ultimately , any workplace training program is only as good as the sum of its components . Keeping the content upto-date with real-world needs , as well as delivery methods that reflect the individual needs of participants , is key to ensuring investment in training delivers positive outcomes for all involved . ■
Sir Gerard Newcombe is executive director at Group Colleges Australia / UBSS .
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