The Support System

There is no secret to reaping the benefits of training. However, there are some basic guidelines and techniques that can be used to fully extract and enjoy the benefits of training. First of all, training that adds value tends to be integrated with other management systems. Training decisions and actions are carried out with reference to performance management systems, strategic planning processes, and career development initiatives. The training must be managed such that it is planned to deliberately and clearly link the outcomes at an employee’s office. When training is dangled as a reward, or if the objective of the training is not made clear, it is rare that it will have any positive impact.

Training that adds value can be broken down into three parts. The planning, the actual training and the follow-up. Efforts and emphasis must be provided to the learner so that he or she can implement what was learnt.

Finally, training adds value when there is a system in place that supports the learner's application of what has been learned. For example, if an employee attends a workshop on the use of a computer-based word processor, training will only add value if the software and hardware is available and in place when the person returns from training. The support system can also be time-based. For example, employees attending a seminar on effective management techniques will only be able to use what has been learned if they are given the sufficient time to do so.

Therefore, getting the best value from training requires integration, planning, follow-up and a support system. While getting value should be a shared responsibility on the part of the employee and the line manager, the manager still plays a critical role in creating optimum conditions where training will be of added value.

Identify Development Needs

Employers should regularly identify the development needs of their staff. Utilize a performance management system and the strategic planning processes to integrate human capital development with the needs of the organization and each individual. Training will only add value when the needs of the individual and the organization are similar.

Contractual Talks

Use an informal contracting process to define your expectations and those of training attendees. The training contract should include:

• how you expect the participant intends to apply what has been learned.
• how the attendee is expected to share what has been learned
  with other members of the organization.
• what the attendee needs from you in order to apply the learning.
• when you will meet with the attendee to discuss the
  training and how it can be applied at the office.

Assessing The Support System

Before training, make sure that support is in place so that attendees will be able to apply what they have learned as soon as they return to the office. A good question to ask: " Is there anything that will prevent the person from applying what has been learned?"

After the attendee has completed the training, ask this question again.

Go For The Right Training

Training only provides value if it is the solution to a problem. Not all problems can be solved through training, so remember that other solutions may be necessary. While training will help people learn skills, it is less effective at changing attitudes, and will likely have no impact if the problem is related to other factors in the office.

The Best Results

Most managers do not play an active role in the decision-making and follow-up necessary for training to bring value to the organization. As a result, resources may be wasted, and frustration can result. Managers must work with training attendees before and after training so that the training will have an effect. Training must linked to both individual and organizational needs, and any barriers to the learning application process must be eliminated. Most of the time, the manager holds the difference between training that is just a "break", and training that really produces significant benefits.