It doesn’t seem that long ago when “I’ll be out of the office for training” meant enduring a day (or more) of information-packed monologues and weighty three-ring binders stuffed with corporate and product information.
Some training events and programs still feel that way. But an increasing number of organizations have dramatically changed their approach to training, making it far less about dispensing information and far more about engagement and skill development.
Consider the area of sales training. The tight market for top sales talent, and the demands of buyers, means sellers must keep their people sharp. Companies spend upwards of $20 billion each year on sales training, yet most — 75 percent, according to a recent survey — say they are not seeing the returns they expect on those investments. Companies have to take a hard look at the impact of technology, mobility and the growing millennial workforce on how workers learn and apply new information.
In addition to my individual work I’m a consulting principal with DSG of Little Rock, a firm that provides messaging playbooks, coaching systems and training for corporate clients around the world. Because we collectively train thousands of professionals each year, I asked several of my colleagues to help summarize the most important changes we are seeing:
♦ Location. Training is moving from classrooms and training rooms alone to a more hybrid approach, combining onsite and online.
♦ Use of technology. Trainees respond well when trainers incorporate the technology they already use. This often includes videos, through which people can observe best practices or, better yet, watch their peers demonstrate new skills.
♦ Fast feedback. Our team has used apps such as Poll Everywhere to see assumptions and reactions in real time, as well as to gather answers during games and exercises. Which brings us to …
♦ Gamification. This is a big trend for making the learning process more engaging and fun. My colleagues have used treasure hunts, “Jeopardy” games and other games to help people find and apply new knowledge — without it seeming such a chore.
♦ Content. I increasingly see companies focus less during training on a pure transfer of information — which can typically happen more efficiently online, outside of a training event — and more on the skills that workers might lack. For example, there is a new emphasis on coaching and conversational skills; these lend themselves well to activities in which trainees roll-play or form teams that in turn help teach the rest of the class.
♦ Leverage. Rather than pour all training efforts into a few discrete events during the course of a year, more organizations are weaving their training and reinforcement resources into more occasions when workers are already together, e.g., quarterly business reviews, regular team meetings or annual conventions.
♦ Immediate application. Companies need workers to put into action, as quickly as possible, their new skills and confidence levels. Our team has helped a number of clients incorporate games, competition and certification processes into the weeks and months after training, which in turn makes a big difference in how well the training efforts ultimately stick.
The French essayist Joseph Joubert wrote, “To teach is to learn twice.” The companies that are adopting these new ideas for training tend to make everyone inside the organization a little smarter along the way.
Jim Karrh of Little Rock is a consultant, coach and professional speaker as well as a consulting principal with DSG. Visit JimKarrh.com, email him at Jim@JimKarrh.com and follow him on Twitter @JimKarrh. |