Demonstrated ROI for Training and Development

Question:  I sometimes feel when I send my employees to a training session or any other developmental activity, its not guaranteed that they’re going to make changes or apply what they learned.  How can I ensure I’m getting a return on my investment in training and development?”

Answer:  “That’s an excellent question and one which is increasingly relevant in today’s atmosphere of tight budgets.  Something you should insist on is a “show and tell” after every training session or seminar, by each employee who attended.  It can be an informal briefing alone in your office, or you can have employees share with their team members a synopsis of the things they learned which they feel the others would benefit from knowing.  Ask specific questions such as “What did you learn that you will be applying in your day-to-day activities?  “How will you interface with our clients differently as a result of what you learned?” Lastly, track their progress toward the goals stated, and review it with the employee periodically; don’t just wait until a formal review either.  It’s important that we give feedback continuously to our team members.  Similar tips and pointers are contained within my COACH program for managers

Joining the race for effective leadership

Entering the race for effective leadership is not for the short sighted; instead it requires long distance vision.

It begins with the belief that Leadership Development is about a cultural shift, a shift that takes time.  It requires repetition of the purpose, the leadership model and the behaviors that effect change.

It gains momentum when Senior Leaders hold managers accountable for modeling the behaviors and when managers choose not to; the leaders make the tough decision and correct the situation.

It escalates when employees see a commitment by leaders to cascade the leadership principles and tools throughout the organization. And there are resounding cheers from employees when their managers and their own development and promotions are tied to the leadership tenants.

It runs at full throttle when the leadership principles and behaviors remain consistent and employees no longer experience what they perceive as “flavor of the month.” training.

It’s a winner when:

• Candidates view the company as an Employer of Choice.
• Employees’ new ideas are on the rise.
• Knowledge transference is seamless among generations.
• Respect for leaders and managers improve.
• Talent is retained and succession pools are established.
• The leadership tenants and behaviors become the everyday norm.

A serious financial and resource commitment, you bet!  But it’s a guaranteed loss for your organization and its future talent if you don’t enter the race.

Visit our Business Leadership Coaching to learn how WorkLife Strategies assists business leaders identify develop and retain internal talent.