2. Summary
Companies devote 16% of their budget on
average to training, and that training often isn’t
measured for effectiveness. Without addressing
the core problem directly, setting clear
performance objectives, and prompting
managers to reinforce desired behaviors, issues
will persist. The author outlines why training
alone doesn’t fix problems, advises how to
identify the root of those problems, and presents
three questions to ask when determining
whether or not to invest in training: 1) What is
the gap you think training will bridge? 2)
What’s causing the gap? and 3) Is training
necessary to fix the gap?
3. The
Trainin
g Myth
Training as a
Band-Aid
Solution
Absence of
Effectiveness
Measurement
Ignoring Core
Problems
Incomplete
Training
Objectives
Not
Considering
Alternatives
Managerial
Support and
Engagement
4. Why
Training
Falls
Short
Limitations of Training
Lack of Effectiveness Measurement
Failure to Address Core Issues
Insufficient Motivation and Reinforcement
Training Doesn't Address Non-Skill-Based Issues
Lack of Managerial Support and Follow-Up
Cost-Effectiveness and Prioritization
5. The Core
Issue
It emphasizes that while training might seem like the
immediate go-to solution, it often fails to resolve
underlying issues.
The first step in tackling organizational problems is
understanding the core issue. Instead of just applying
training as a default fix, leaders should assess whether
training is genuinely needed or not.
Moreover, effective training isn't just about imparting
skills; it's about creating motivation and reinforcing
desired behaviors. To ensure training's success, it's
crucial to:
Set clear performance objectives that align with
organizational goals.
Reinforce newly acquired skills or behaviors through
ongoing support, feedback, and encouragement.
Involve managers in the process. Their support and
involvement significantly impact the success of any
training initiative.
The article suggests a shift in perspective for leaders, urging them to invest time in critical thinking and
problem-solving. Instead of assuming training is the cure-all, they should investigate, assess, and strategize
to tackle core issues directly.
6. To Train or
Not to Train?
• Identify the gap: Determine
whether the gap between desired
and actual performance or
behavior truly necessitates
training.
• Understand the cause: Not all
gaps stem from performance
issues; some might arise from
communication breakdowns or
flawed work environments.
• Evaluate necessity: Analyze if
training is indeed the most
effective and essential solution.
Sometimes, alternative strategies
might address the issue more
efficiently.
Bingham's insights also
stress the importance of
critical thinking before
implementing training
programs. She provides a set
of questions to consider
before investing resources in
training:
7. •Company background: Medium-sized tech firm
faces decreased project efficiency and low morale.
•Assumption: Leadership attributes the issue to a
skills gap, invests heavily in technical training
programs.
•Critical flaw: Despite extensive training, no
improvement in efficiency or morale.
•Consultant's findings: Problem lies in
communication breakdown and project
management, not lack of technical skills.
•Result of misguided training: Budget wasted on
irrelevant training, proficient employees
disengaged, demotivated, leading to attrition.
The Real Issue
8. Importance of Critical Thinking
• Diagnose the Real Problem
• Tailored Solutions
• Measuring Effectiveness
• Resource Allocation
9. Managers' Role in Training
Success
1. Managerial Support and Prioritization:
Even if training is deemed necessary, the
support and involvement of managers are
crucial. The case emphasizes the importance
of managerial prioritization and support in
fostering a culture of continuous learning and
development.
2. Follow-up and Implementation: Managers
play a pivotal role in reinforcing training
outcomes. They should engage in follow-up
discussions, asking questions that prompt
reflection and implementation of learned
skills. This involvement ensures that training
translates into tangible improvements in
employee performance.
10. Consider Alternatives to
Training
1. Identifying the Gap and its Cause: Before initiating
training, it's crucial to understand the gap between
desired and actual performance or behavior. This
involves delving into the core issues causing the gap.
For instance, the case mentions a scenario where
training wasn't the solution for issues related to bullying
and teamwork; instead, rearranging duties resolved the
problem.
2. Critical Thinking and Cost-Effectiveness: Training is
an expensive investment, both in terms of time and
money. Critical thinking and analysis are essential to
determine whether training is the most effective
solution. The example of the general manager wanting
training to address issues like bullying and teamwork
illustrates how alternative solutions beyond training can
be more impactful and cost-efficient.
11. Conclusion
The article by Sue Bingham in the Harvard
Business Review challenges the common
reliance on training as a catch-all solution
for organizational issues. Bingham argues
that while training seems like an intuitive
fix, it often fails to address the root causes
of problems within a company.
• Training is Not a Cure-All
• Critical Thinking Before Training
• Managers' Role in Training Success
• Consider Alternatives to Training
Editor's Notes
Training as a Band-Aid Solution: The prevailing attitude sees training as a quick fix. This belief assumes that designing and delivering training programs will magically resolve underlying problems. However, this approach rarely works and merely becomes an expensive line item in the budget.
Absence of Effectiveness Measurement: Despite dedicating a significant portion of the budget (about 16%) to training, many organizations fail to measure the effectiveness of these efforts. This lack of evaluation further perpetuates the misconception that training is the ultimate solution.
Ignoring Core Problems: Rather than addressing core issues directly, leaders often resort to training because it's easier to authorize than to delve into evaluating and resolving complex organizational problems. However, without tackling the root cause, the problems persist.
Incomplete Training Objectives: Training often focuses on developing skills to fill gaps but overlooks the crucial component of instilling motivation to utilize those skills effectively. Merely acquiring skills isn't enough; creating an environment that encourages their application is equally vital.
Not Considering Alternatives: Organizations frequently overlook more effective solutions than training. Sometimes, issues arise from poor staffing decisions, unclear directives, flawed environments, or breakdowns in communication, which training alone cannot fix.
Managerial Support and Engagement: Even when training seems necessary, its success heavily depends on the active involvement and support of managers. Without their engagement in reinforcing and prioritizing the training's outcomes, its impact remains limited.
1. Lack of Effectiveness Measurement
Training not measured for effectiveness: Many organizations allocate a significant budget to training, yet fail to measure its actual impact on performance or behavior. Without this evaluation, it's challenging to determine if the training is effective in addressing the intended issues.
2. Failure to Address Core Issues
Training as a Band-Aid: Training often serves as a superficial response to problems without delving into the root causes. Instead of tackling core issues directly, organizations opt for training as an easier, more familiar solution.
3. Insufficient Motivation and Reinforcement
Lack of engagement: Employees might not engage with training if they perceive it as irrelevant or if it disrupts their daily tasks. Using outdated materials or failing to make training relevant can lead to disinterest and ineffectiveness.
Missing motivational elements: Training often focuses on skill-building without incorporating elements that motivate employees to apply those skills. Creating motivation and reinforcement mechanisms are crucial for sustained behavioral change.
4. Training Doesn't Address Non-Skill-Based Issues
Not all gaps are skill-related: Some organizational issues, like communication breakdowns or flawed work environments, cannot be solved through training alone. These problems may require structural or procedural changes rather than skill-building.
5. Lack of Managerial Support and Follow-Up
Limited managerial involvement: Managers' involvement and support are crucial for successful training implementation. Without managerial commitment, follow-up, and reinforcement, the impact of training diminishes significantly.
6. Cost-Effectiveness and Prioritization
Training as an expensive investment: Training incurs costs in terms of both time and money. Hence, it's crucial to assess whether training is the most effective solution compared to other possible interventions.
Critical thinking and problem breakdown: Before investing in training, it's essential to critically analyze and understand the real problems. Sometimes, solutions like restructuring or reassigning responsibilities might be more effective than training.
Diagnose the Real Problem: Instead of rushing into training as a default solution, it’s crucial to conduct a thorough analysis to pinpoint the exact issues affecting performance. In this case, it was a breakdown in communication and project management, not technical skill gaps.
Tailored Solutions: Critical thinking involves customizing solutions that directly address identified problems. A more effective approach in this scenario might have involved improving project management tools, fostering better communication channels, and providing leadership coaching to managers.
Measuring Effectiveness: Properly measuring the impact of any intervention is essential. Had the company conducted a pre- and post-implementation analysis of the training programs' effectiveness, they might have realized the futility of the approach sooner.
Resource Allocation: Critical thinking requires judicious allocation of resources. Instead of investing heavily in generalized training, a more focused allocation of resources towards targeted problem-solving efforts could have yielded better results at a fraction of the cost.
