Timing of Training

Timing of Training

by necoaching

Billions of dollars are spent annually on a variety of professional development and training initiatives. In an attempt to improve business performance, there is an understandable belief that if you want people to step up, one must provide the necessary skills and capabilities to do so. However, research by Beer, Finnstrom and Schrader provide caution as to the timing and context of the training. In essence what they are saying is, that unless the training fits into where the organization is at in its evolution, money spent on training could be money down the drain.

So in expanding this further, the consideration is to ensure there is a state of readiness for change as Edmondson and Wooley so eloquently put it that “organizations need “fertile soil” in place before the “seeds” of training interventions can grow”. 38617226 - watering can watering young plants in pile of soil A simple example of this would be where a group of people are sent on a training program and, though their manager might have authorized it, he or she pays little attention to it and has little concern about how they might integrate the learning upon their return. In fact, if anything, the pressure is piled on to make sure they catch up on the time they spent away from their daily responsibilities. Consequently, no changes, so why bother in the first place?

Beer, Finnstrom and Schrader have suggested that a context, or the right environment, needs to happen first through clarity around the values and strategic direction of the organization. This then feeds into defining roles and responsibilities which in turn helps to identify any barriers that might exist. Specific coaching is then suggested around finalizing the required context and then and only then, the training necessary to execute effectively. Consequently, everybody will fully appreciate the reason for the training and will be bought into the necessity of providing the space for the integration of the learning.

Therefore, don’t conduct training to keep people happy, because HR suggest it or, to stop some high potential from leaving. All of these reasons, and it does happen, are a waste of time and money. Instead, as a leader, ensure that the environment is created to receive the training and allow it to bloom. And if it’s not, put the training on hold and take a step back to evaluate the actual direction the business is taking first.