Employee training and development is an 82.5 billion dollar industry. It covers everything from on-the-job training to specialized courses and beyond. Likely, your organization is already investing in some kind of training or development.
But how effective is all this spending? Many question its utility and, in fact, a recent McKinsey survey showed that only a quarter of respondents believed that training improved performance. Other research is even more worrisome showing that a mere 12% of employees apply skills from L&D programs to their jobs.
Given all this, you might be tempted to avoid the expense of workshops and other training initiatives altogether. But, in a high-tech rapidly developing marketplace, an upskilled workforce is essential. Further, research shows that 70% of employees don’t have the skills needed to do their jobs. This means that training is essential — but the workforce isn’t getting what it needs.
Although training and development budgets are often underutilized, this does not preclude the very real need for effective employee development. Currently, 93% of the workforce would stay at a company longer if invested in their careers.
Further, today’s workforce needs more upskilling opportunities than ever.
So, how do you ensure greater efficacy in workshops and employee training overall? Here are 8 proven factors to make your employee training workshops more effective.
1) Align closely with organizational goals and values
The first way to ensure the efficacy of your training or workshops is to reinforce the goals and values of your organization. This may seem obvious, however, it is all too common for organizations to attempt to reinforce the values they wish they had or to pick goals that are detached from everyday operations.
Further, training should be as specific and actionable as possible. The most valuable training for your workforce identifies the key, everyday challenges of your team and offers concrete strategies to overcome them.
2) Have the right reasons
Too often workshops are used as a way to make things appear to have all the trappings of growth and development without the substance. It makes people look good or it offers a band-aid to a challenge this or that department is facing. But all this is just spinning the wheel.
Workshops should have specific intentions that align with larger organizational goals. Otherwise, workshops end up being a waste of time and money.
3) Identify quantifiable goals
To paraphrase Peter Drucker, if you can’t measure the outcome there’s no way to succeed.
Quantifying goals for your training offers several benefits. It ensures that the goals are clear, participants know what they need to do to succeed, allows for adjustments based on data, and, finally, it helps you determine the value of the training in clear terms.
Although traditionally difficult to measure, new technology has made quantifying success more attainable than ever.
4) Ensure content is relevant and actionable
The poetic and moving speeches of a motivational speaker are great — but they’re not much use if they’re not coupled with actionable advice. Instead, workshops should focus on the specific ways that participants can apply what they’re learning to their daily workflows.
5) Daily reinforcement after the fact
Real learning doesn’t just happen in one day — it takes consistent reinforcement over time. Even if workshop participants remember the lessons and stay motivated for a week or more, it slowly starts to fade. The thing is when the day-to-day demands return and things get busy people naturally return to what’s most comfortable.
The fact is if we don’t apply the new information we forget 75% of it in just six days. To really break old habits and to instill new skills, organizations need daily reinforcement for their training programs to stick.
Daily reinforcement utilizes what’s known as the psychological spacing effect — the link between frequent exposure and retention. Instead of forgetting 75% in a week, by taking advantage of this effect you can retain 80% for more than 3 months.
6) Leverage micro-learning opportunities
Many of the lessons that stick with us over the years seem uneventful in the moment — but have a lasting positive effect. Because much of the way we learn has everything to do with the right piece of information conjoined to the right challenge. This is the power of micro-learning.
Successful workshops reinforce the key lessons by leveraging micro-learning opportunities. Once logistically difficult, new technology is making this more and more feasible.
7) Bring learning to the point of need
We humans didn’t survive our early history by learning abstract lessons in books. Rather, we learned in the moment from the demands of necessity. Even still, we learn skills best in the moment when we need them — rather than in workshops detached from on-the-ground realities.
This doesn’t mean workshops should be done away with — quite the contrary — but that they should be supplemented with new technology that helps apply workshop lessons at the point of need.
8) Review results and adjust
As with any new venture, it’s impossible to foresee all the challenges that come with training. So training initiatives are rarely perfect at first and need a period of trial and error before finding the right strategy.
This is where those quantifiable goals come in handy. Check out your data and be sure to identify what the workshop did right and where the next workshop could improve. Aim to understand why the results turned out the way they did.
In light of an uncertain work environment, and rising concerns about COVID-19 and racial justice in the workplace, I sat down with Russell Grimaldi to pick his brain and gather his insights on the challenges that our present moment poses.
Russell is the founder of Grimaldi Human Development. Prior to this, he spent 25 years in executive leadership roles at both large, publicly held marketing and communications firms, as well as in entrepreneurial ventures. Russell has a deep-seated conviction that the challenges businesses are facing in productivity and growth are invariably problems of people. He believes there is no known limit to the human capacity to create, solve problems and grow; and that it is always a matter of tapping into the unrealized potential that resides in us all.
Adam
What are your perspectives about the current state of “distress” in organizations today?
Russell
This is a good place to start the conversation, and there is no more compelling evidence of the problem than what the data from Gallup says about the degree to which employees are engaged with their work. Every year for several years more than half of respondents surveyed acknowledge that they are “not engaged” …and 18% are actively disengaged! Gallup Analytics also reports that only 27% of employees strongly believe in their company’s values – and less than half know what their company actually even stands for.
Organizational health and well being reflect the health and well being of the culture at large, and we are seeing steady increases in levels of anxiety, depression, stress-related illness, and even suicide among certain populations. And all this was happening before the human and economic impact of the pandemic and the heightened awareness of racial injustice! So, it is safe to say that organizations have been suffering the distress of a disengaged, alienated, and depressed workforce for some time … and that this distress is only worsening.
Adam
What signs of hope are you seeing?
Russell
I see many hopeful signals and am always eagerly searching for more. First, there is the fact of widespread and growing awareness of the problems of our time, which is always the first step towards finding solutions. COVID-19 has exposed fundamental weaknesses in both our central and our local services. We’ve been made all too painfully aware of how disproportionately people of color are impacted, and the crisis is further compounded by the spate of Black killings which has exposed profound inequities in our institutions and the services. But at least there are serious conversations taking place. It remains to be seen whether companies are truly serious about allocating resources and turning commitment into action.
Resources outside the corporation are also being sought… firms are seeking counsel of experts and sincerely asking themselves, “who are we”, “what do we believe”, and are our actions consistent with our stated values?” The paradox of change is that it often takes a real crisis to stimulate the positive corollary to the negative circumstance. This is the basis of my hope for real transformation. As the problems are perhaps greater than at any other point in my lifetime, so is the motivation, determination, and will to solve them.
With respect to our evolution as the human race, another indication of hope is a whole emerging generation is looking for meaning and purpose beyond their paycheck. Corporate leaders are also listening more actively to Millennials and Gen Z aspirations for the practical purpose of attracting and retaining the best talent. In order to effectively compete, companies must diversify, include, and integrate this diversity, and find new ways to meet the needs of the whole person.
And, finally — though it is an overt commercial plug, it is nonetheless a sincere one — platforms like Pro-Habits are proven effective tools for turning positive intent and good ideas into powerful and dynamic action.
Adam
What worries you most?
Russell
It may surprise you that I am most worried about the booming stock market and other indicators returning to previous highs; the result of which is then that people are lulled back into their previous complacency and the will to change dies along with the mistaken notion that everything is okay again. Although we want all the metrics to move in the right direction, they are almost always trailing indicators. For a movement to gain momentum and for change to take hold, there must be sustained commitment.
Finally, and not surprisingly, I can’t let an opportunity pass to stress the importance of voting — and it is particularly important to turn out racial and ethnic minorities — acknowledging my concern that the pandemic, and the accidental or intentional suppression of the vote, could take us somewhere other than where the real will and heart of the citizenry lies.
Adam
What unconscious biases do you witness most in the workplace?
Russell
As they are by definition unconscious, these biases are not always easy to spot, but they do make themselves known and they are certainly felt. One need only look at the data on Black leadership in corporations to see the impact of systemic racism. Less than one percent of the Fortune 500 top leadership are Black. And despite all the talk, there has been little or no progress over the last several decades… as incredible as that is!
Nearly every company issued statements in support of Black Lives Matter, but the actual data say that corporate America is failing to hire, promote and comparably pay Black men and women who work at their firms. The inequities are self-perpetuating and compounded by other negative effects —stagnating income levels and worsening of the race, class, and wealth gaps that are growing wider during the COVID-19 pandemic.
To the question of how implicit biases are revealed, the work that the non-profit Project Implicit is doing, studying implicit social cognition (thoughts and feelings outside of our conscious awareness and control) and turning the research into practical applications for addressing diversity and improving decision making, is important. Again, I see the Pro Habits platform as a great tool and framework for implementing solutions to the effects of unconscious bias.
Adam
What can leaders do to prepare for challenging conversations about inclusion with teams, especially given the fact that most workforces are remote?
Russell
I can think of three fundamental things leaders can do to prepare for these conversations, what I modestly refer to as “The Grimaldi Way “in my coaching practice:
- LISTEN! Actively listening to what is being said and not being said, and giving people a forum to share, is the rudimentary starting point. Listening demonstrates respect, which is an ingredient that is essential to any productive dialogue. The more a person can take in without evaluating and judging — and this is particularly true for leaders — the more there is to work with in terms of creative problem-solving.
- EMPATHIZE! Understanding the values and goals of the individual or group is absolutely critical and precedes alignment with the goals of the organization. Conversations and indeed all forms of communication are precursors to shared goals, shared purpose, and shared commitment. We communicate effectively only to the degree to which there is mutual respect; and the quality of communication determines how productively and co-creatively we internalize and actualize our shared purpose.
- PRACTICE! The law of learning requires frequency, intensity, and recency. Just like the old joke about the person who asks for directions to Carnegie Hall. How does one get there? The answer is always, “practice”. Only through repetition of desired behavior do those behaviors become new habits. Practice listening, practice empathy, practice sharing goals. If you will allow me to quote you, “micro-interactions between managers and their individual contributors have lasting, powerful consequences.” I couldn’t agree more.
Adam
Corporate statements on equity are a first step in the right direction, but what comes next?
Russell
Everything I have expressed in response to the earlier questions endeavors to address this most important question. There are slips between the cup and the lip that are too numerous to list, but I have noticed one almost universal failure among the parade of corporate statements we have seen with respect to diversity and inclusion—and that is the relationship of diversity and inclusion to the intrinsic purpose and strategy of the business.
To cite an immediate practical example, if J&J is in the Band-Aid business, then it should be axiomatic that reintroducing multi-skin-tone products would be one of the actions that seem obvious… yet could easily be ignored in the proforma, knee-jerk, politically correct statement of support. Diversity and inclusion are innately valuable, not something that companies should pursue as an externally driven requirement. Diversity has universal importance and delivers proven benefits to a vibrant company culture, problem-solving capacity, and co-creativity. But diversity and inclusion also have particular implications that are unique to different businesses – healthcare, food, entertainment, advertising, and media all have their equivalents of the tinted Band-Aids – and the mandate for leadership is to think through and apply the relevant strategies and programs that unlock this particular potential.
Of course, there must be broad support for awareness and sensitivity training and development; corporations must also examine their board composition, gather and monitor data on diversity in all the ranks, and particularly at the senior levels. How often do we hear managers say they simply couldn’t find qualified Black candidates? Let’s see where they are looking for candidates and how much effort they put into it. However, essential as those actions are, when Verizon’s CEO states that they can’t commit to their brand purpose of “moving the world forward” if they don’t move it forward for everyone, then we have connected the value of diversity to the promise of the brand or the company.
Adam
Please share best practices and suggestions for today’s digital leader to embrace, change, and inspire their teams to move forward.
Russell
Once again I hope there are some ideas coming out of the earlier parts of the discussion that are helpful for all leaders, including the digital ones, but there are a few final thoughts I might add. To embrace change and to inspire our teams to move forward, let’s not forget the critical role of vision, an informing image of the desired future. I have found the “as if” approach is key. In vivid and explicit words and images, what does our organization aspire to? If it is a change in attitude, a wider perspective, more openness, then start practicing those things now.
Theoretically, digital leaders have a more tolerant and contemporary view of culture, but there is also a growing addiction to data, analytics, and logical consistency; while it is important to remember that embedded in the human nervous system is a mystery that doesn’t always conform to our addiction to linear thinking.
We have to make the leap to intuitive thinking, and one of the responsibilities of leadership is to accept responsibility without complete information. The paradigm shift, if you will pardon the expression, is from finite possibilities to infinite possibilities; from a contracted state to an expansive one. Leaders have to change climate and culture by virtue of what they exemplify and then by their stubborn integrity. As in most things, it is a matter of faith and intense, all-out effort. That is my idea of a “best practice” for creating the kind of organization where everyone can grow and prosper.
Adam Fridman is a serial entrepreneur, author, and CEO of ProHabits. Constantly pursuing insight into the world of work, he’s interviewed thousands of top executives and thought leaders. His life’s mission is to bring more humanity to the workplace and to help others lead meaningful, purpose-driven, professional lives.
“Unprecedented times require unprecedented practices. At an alarming rate, blatant racial inequalities are being illuminated across our country and residual effects can be felt in our personal and professional lives. Whether you are a leader of one or a leader of many, you can help bridge the racial divide and create a path toward social justice. Your positive practices can shift the atmosphere.” — Letitia L. Robinson
Keynote speaker Letitia L. Robinson invites you to a virtual experience followed by daily MicroActions to develop The Inclusion Habit.
To schedule Letitia Robinson and ProHabits to ‘shift and sustain’ the mindsets and behaviors of your organization, please contact Keith Kusterer (SVP Strategy, ProHabits) at keith.kusterer@prohabits.com.
About Letitia
Letitia has 25+ years of successful corporate experience with consistent results in consulting, leadership development, and change management interventions. She serves on the Board of Directors for three NFP Organizations and is an active member of her church, community, and two international public service organizations.
Continuously seeking to understand and support the value drivers in organizations, Letitia engages in building competencies and confidence in others to improve performance and positively impact the bottom line. She is committed to enhancing leadership skills at all levels, across generations and cultures around the world.
Professional Expertise
– Strategic planning
– Executive coaching
-Curriculum development and execution
-Sales and negotiations training
-Leadership development
-Talent management
-Organization effectiveness through small and large group interventions
-Certified Performance Technologist (CPT) International Society for Performance Improvement
-Certified to facilitate:
DDI programs, Mind Gym, MBTI, Leading Bold Change, Transformational Leadership, Situational Leadership II, SPIN Selling, Coaching and other Leadership initiatives. Certified in the delivery and instruction of the Cultural Orientations Model and the Cultural Orientations Indicator (TMC/A Berlitz Company).
Learn more about The Inclusion Habit.
Experience ProHabits
“Change…Sometimes you see it coming. Other times you get a feeling inside. The vague sense that something big, something different is coming down. But now and then it takes you totally by surprise. Regardless of how it approaches, though, change usually comes with a traveling companion: UNCERTAINTY. This virtual experience will show you how to handle the “Shift.“
–Terry Jackson, Ph.D
Watch Dr. Jackson here
To schedule Dr. Terry Jackson and ProHabits to ‘shift and sustain’ the mindsets and behaviors of your organization, please contact Keith Kusterer (SVP Strategy, ProHabits) at keith.kusterer@prohabits.com.
About Dr. Jackson
Dr. Terry Jackson is a dynamic Executive Advisor, Thought Leader, TEDx Speaker, and Organizational Consultant. He is a member of the prestigious Marshall Goldsmith 100 Coaches and was recently chosen by Thinkers50 as one of the top 50 Leaders in Executive Coaching. Terry was named by Thinkers 360 as a Top 20 Global Leader in the Future of work and CIO Review Magazine named his consulting company, JCG Consulting Group LLC, one of the “Top 10 Most Promising Leadership Development Solution Providers 2019.”
He earned his Ph.D. in Management, with a concentration in Leadership and Organizational Change, and is the author of “Transformational Thinking: The First Step Toward Individual and Organizational Greatness.
As an Executive Coach, Terry has helped executives and organizations produce the sustainable behavioral change needed to achieve their desired results. Terry has served as a Business Coach for startups and coached executives at Pinterest, Google, Intel, ExxonMobil, Norfolk Southern Corp, Valassis, DellEMC, New York Life, Pakistan Government, Amazon, McDonald’s, New Hanover Regional Medical Center, InOutsource Consulting Group, Connected Investors, and IBM.
Learn more about The Inclusion Habit.
Experience ProHabits
To schedule Amri Johnson and ProHabits to ‘shift and sustain’ the mindsets and behaviors of your organization, please contact Keith Kusterer (SVP Strategy, ProHabits) at keith.kusterer@prohabits.com.
Little things that can help connect remote teams
So far in 2020, it’s been one unprecedented challenge after another. And, as the challenges mount, the role of leadership at all organizational levels has continued to grow.
The world of work has changed drastically since our last little things article. All teams that can work remotely, are doing so. For everyone else, there are now strange new work conditions — complete with masks, distancing measures, and temperature checks. Meanwhile, the market, reacting to this new world, has applied new pressures from all sides.
Leaders are having to meet this barrage of challenges and inspire confidence for their teams’ future — all while leading remotely. This isn’t to mention the personal strain any individual leader may be feeling at a given time.
Through all of this, what are leaders to do?
Despite the unprecedented nature of the situation leaders are facing, human-focused strategies remain as effective as they have always been.
New challenges, time tested solutions
When things break down, many organizations opt for opportunism. They might break from their previously held strategy for a few moments of free advertising — or to secure short term gain. Such myopic thinking is never a solid strategy, but in a crisis, it backfires more quickly than ever. This is especially true at the team level.
As teams are compelled to work remotely, or under strange new conditions, people are seeking a sense of normalcy and human connection more than ever.
No, new challenges don’t mean you need to scramble for a new strategy. An untested new scheme is not what will inspire confidence in your team. Rather, leaders should hone in on the aspects of their time tested strategy that has always held true.
For many organizations, these consistent truths are represented by their core values. These values offer a clear path when every direction seems to have its own pitfalls.
It’s all about the little things
Amidst all the chaos and turbulence this year has brought us, the idea of living values may seem more confusing than ever. When you don’t know which way is up, how do you know which way to go?
To live your values, simply put, is to focus on the little things.
Today’s forward-thinking leaders recognize that focusing on the little things — identifiable positive actions — is essential for leaders no matter what challenges they are currently facing. To identify what the best little things are in these trying times, we’ve asked top leaders at progressive organizations what their little things are.
In our last article covering leaders’ #1 little thing, we found that elevating human relationships was the defining factor. Despite the new challenges that have emerged, this essential strategy is more relevant than ever.
In their own words
CEO, Moz
“While we’ve turned to remote work, for the time being, our company’s values have stayed the same. We lean on our values to guide us through any situation within our company. That must continue to be the case today. For example, Transparency has helped us be clear and direct with one another and we’ve also encouraged generosity since people inside and outside our company need help. Last and certainly not least, we’re trying to have some fun. I’m a believer in the power of laughter, so we’re also finding ways to bring joy to our teams and those around us.“
Behavioral Economist, Lake Forest College
“In this remote landscape, where people are even more affected by their personal situations, empathy is key. Everyone’s situation is so different, which makes taking the time to listen and really hear matters more than ever. As leaders it is important we are not only empathetic of those we lead but that we convey how important this empathy is so our team members prioritize empathy when interacting with others. In my role, not only did I need to be empathetic of the single mother putting her courses online, but it was important to remind professors to be empathetic of their students who were asymmetrically affected by the switch to remote learning.“
CEO, 2logical
“I have countless quotes that I admire…. But this is a quote about, well, Fighting Back, Not Allowing outside circumstances to end our dreams:
‘There is no chance, no destiny, no fate, that can circumvent or control the firm resolve of a determined soul.’ Ella Wheeler Wilcox …”
President, Contract Trainers
“My suggestion is frequent, on-going communication that is open and honest. Perhaps a personal Zoom or Team meeting every other week to all employees sharing both the good and the bad news. And finally, specific feedback as a show of appreciation and support for the trials and tribulations of working during the COVID age. For example, thank each department or division with a specific achievement during these challenging times.”
Principal, KPMG
“Have a personal interaction with everyone you work with, every day. The connection drives everything.”
Founder & CEO, The Muse
“We are seeing the integration of work and life as we’ve never seen it before – family members in the background, children, and pets popping into zoom calls – and the best leaders recognize that this shared humanity can bring us all together. Take time to ask how your colleagues are doing (truly), say hello to their kids or family members who pop into video – even set up a “Bring your family to Zoom” call to get to know each other. The more our people understand and celebrate each other’s full humanity, the stronger we’ll be as teams.
VP, EPAM Continuum
“Camera On. Always. Even when you are tired and don’t look your best. We need to see each other. And, in many ways, seeing each other in our homes, with kids running wild in the background, or a cat jumping up onto your lap, looking for attention, these things help to make us all more human. It helps to keep us connected.”
CEO, TalentKeepers
“Leaders are the lens through which their team members see everything else in the organization. Now more than ever, leaders need to be communicating frequently with their team members, especially those who are now working in modified work settings. Scheduling weekly one-on-one meetings with each team member provides a consistent communication channel team members can rely upon to provide and receive updates on how they are feeling and what they need to be effective.”
Chairman, N2Growth
“Leaders should take off their executive hat, and put on their human being hat. Stop thinking about what you need from your team and give them what they need from you.“
Chief Executive Officer at PCA SKIN
“As my leadership team and myself navigate COVID-19, I have relied on learnings from past times of crisis to determine what our organization needs – they need to know we care, that their safety is our top priority. They need to feel connected despite being miles vs. feet away. They need to know the state of the business and how we are pivoting to win in these tough times. They need to know how they can contribute in new ways. They need to feel supported, regardless of the context. Leading with empathy, kindness, transparency, and agility is what I strive for.”