Why Does Training and Learning Fail?
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Dave Goodman October, 2013 Two Reasons Why Learning Fails
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Why does learning and training programs in corporations fail? This brief 8 minute module addresses two possibilities.
Transcript of Why Does Training and Learning Fail?
Dave GoodmanOctober, 2013
Two Reasons Why Learning Fails
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610.265.8484 Ext 14
Training overlooks the value of the pre and post periods of learning.These are the two periods that the learner values the most.
Pre-course Actions
1. Think about the entire course lifecycle – pre-course, course and post course
2. Improving learner performance requires improving retention
3. Do you have a learning contract in-place
4. How will you apply what the learner has gained
5. Plan for the post course learning
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The first point of learning failure is not having a “learning contract” in place prior to training.
THE COURSE: e.g., HarassmentPRE POST
If you wish to improve employee performance through learning, have a “contract” in place.
The learning contract has 5 parts:
• the initial meeting between the manager and the learner to set joint expectations• the intrinsic value of learning for the learner
and the organization is stated• the learner attends and actively participates in
the learning intervention• the manager and learner meet after the training
to discuss what was learned• the manager provides the means to have the
learner immediately apply what was learned
LEARNING CONTRACT
The Learning Contract
4
Lecture
Reading
Media
Demonstration
Discussion
Practice Doing
Teach Others
10%
20%
30%
50%
75%
90%
Average LearnerRetention Rate
26th Annual Learning and the Brain Conference, 2010
Improving Retention Rates
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If you want your staff to improve their learning retention, help themapply the learning immediately on the job through practice or have them teach others what they have learned.
54% Post Learning
The second point of learning failure is the absence of follow-up after the training.
The organization should have a training plan in place that executes activities with thelearner or group of learners on a recurring basis such as 30 days, 60 days and 100 daysafter the initial training. This is “after market learning”. These are brief interventionsused for re-enforcement of the learning.
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THE COURSE: e.g., HarassmentPRE POST
54% Post Learning
Some suggestion for the post learning activities. The learners should participate in the actual delivery of the training to others where possible.
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THE COURSE: e.g. HarassmentPRE POST
Email campaign to recent learners who participated
in the course. Restate some of the training highlights. (2-3 brief
paragraphs)
Create a webinar based upon a Harassment case study
that went to litigation. Send the case study prior to the
webinar. The learner’s “homework” is to define the actions, potential mistakes and corrective actions that
the learner would have initiated.
Create small groups of learners who will compete for a reward. Challenge: propose three actions to
reduce Harassment by 50% within 1 year.
30 Days 60 Days 100 Days
Pre-Learning
• Manager’s Expectation• Learner’s Expectation• Learning Event Marketing• Ease of access (LMS)• Implement post learning conversations• Support immediate application of the learning• Provide feedback
Learning Event Post-Learning
• Follow-on activities• E-mail awareness• Group learning• The learner teaches• Gaming/Competition• Provide feedback• Implement social learning• Provide quick media briefs• Frequent, simple “rewards”
50%24%26%
ASTD Findings
Recap: Perception of value from the learner’s point of view.
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You could implement
54% Post Learning
Other suggestions for re-engaging the learner over time:
Insert social learning into your training courses – learners talking to learners.
Follow-up training with other media, e.g., 1 minute animated videos on thetraining topic; create quick cartoons that re-enforce a serious topic; or developa 2 minute podcast featuring a senior manager who addresses a section onthe training topic.
Support the bragging rights of the learners (blogs, newsletters, messageson the LMS, messages from the executive team on new results, etc.)
Support the learners in teaching others what was learned.
Offer $50 dinner cards to reward learners who made the most contributionseach month.
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