Training and Development in a Nutshell

A simple formula illustrates how training can be made effective:

In this formula, the A stands for antecedent. In order for there to be a change in behaviour in an intended direction, the trainee needs to understand what behaviour is expected. A common scenario is for a manager to send an employee off to a seminar to improve his or her skills. An employee who seems disorganized might be sent to a “Time Management” course. To be effective, the manager should sit down with the employee and discuss what the current behaviour is, what it should be and how the gap will be closed. In most cases, this does not happen because the manager assumes the instructor will take care of it. This discussion is vital in forming the shared expectation between manager and employee regarding what changes will take place. Without it, the employee may be unsure of where to direct his or her energy. 

Following the training, some observable behaviour (the B in the equation) will take place. If the training is effective, the behaviour will match expectations; if not, the behaviour may be the same as prior to the training, or may be in an unintended direction. Either way, the manager can watch the employee's actions to determine if the training achieved its objective. 

The C stands for consequences. In order for changes in behaviour to become ingrained, they should be reinforced. When the employee returns from training, the manager should sit down and discuss what has been learned. This will show the employee that the manager believes the activity was important and that changes are expected. The two should also periodically meet to discuss the ongoing effectiveness of the training. When the manager sees changes in behaviour in the right direction, he or she should reinforce these by recognizing the changes and praising the individual. If the change was required in the context of performance goals, the reward system can also be used to reinforce the improvements. If the behaviour is not in the intended direction, the manager must act quickly to eradicate the behaviour. In extreme cases, the consequences of not changing might be punishment, as in “A failure to make immediate and sustained improvements in your performance could lead to the termination of your employment”. Without consequences, there is no motive for change. However, it should be stressed that positive means of reinforcement are much more powerful than negative as motivators.

Training takes many forms and has many purposes. The following are examples of typical and varied types of training organizations engage in:

                •             specific skills training (using a given software package);

                •             on-the-job training;

                •             supervisory skills (performance management, grievance handling);

                •             interpersonal skills (conflict resolution);

                •             leadership (motivational theory);

                •             team training (bonding as a group);

                •             professional development (continuing education programs, graduate degree programs);

                •             executive development (executive M.B.A.);

                •             personal development (time management);

                •             health and safety (Joint Health and Safety Committee effectiveness);

                •             emergency response (First Aid/CPR);

                •             requalification (as applicable to licensing regulations);

                •             remedial training (skills upgrades);

                •             employee orientation;

                •             special needs training (English as a second language); and

                •             specific needs training (company policies on human rights and harassment).

You are the training and development manager. Your president calls you in and tells you that the employee development budget has to be cut because of the company's financial situation. What arguments can you use to persuade your boss that development money is well spent?