25 September 2018

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Is your organization thinking about establishing a training program for your employees? Have you you started looking at their position descriptions, annual training requirements and become overwhelmed? 

As your organization considers creating a training program, training analysis will help to avoid the common pitfalls often associated with establishing a training program. The three pitfalls we listed below are not meant to be taken as the most common.

Pitfall #1: Assuming the Training is Needed

Often a situation occurs, such as an incident or accident which leads the ‘need’ for a training development. However, before pushing the ‘need’ forward into development no analysis is performed to determine if the incident or accident was a 1% chance or part of a bigger issue. 

Therefore, training analysis should be performed to consider these issues. If current training exists, whether as mentoring or formal training, is it sufficient or should more be developed? If the training should be developed, how should it be presented to provide the most benefit to the learners? How much time do learners have to devote to training before performing the skill? Will learners need follow-on training or reach-back training? These are questions a thorough training analysis can answer which will save time and money before developing a product or program.

Pitfall #2: Assuming the Training is Supported by Leadership

Training analysis occurs for several reasons and may be initiated from any level or group within an organization. However, training is not always supported by everyone at every level. To be honest, training takes time away from everyday job functions. Leadership and managers need to understand that training keeps learners prepared to perform their jobs at their best. In the best case scenario, training allows learners to learn new skills which will allow them to assist their organizations in new, innovative ways. 

Before developing a new training program, it is important to speak with leadership and managers to gain their opinions, needs, and wants for training in their departments. This gains their support for launching and encouraging participation in the training. Most importantly, you gain an understanding of each departments’ needs from the leadership.

Pitfall #3: Assuming Training is the Best Solution

Realizing this is not stated very often, but training is not always the best solution. Although a new training may seem like the best solution, training analysis sometimes leads us to a simpler solution.  A common example is a training aid. Do not be misled by the name. Training aids can be virtual or paper-based, simple or complex. Examples include common forms for the position (with completed examples), glossary of acronyms or definitions, or step-by-step instructions for completing a task. 

These training aids allow the user to follow along without answering questions or hearing a narrative about other details which may not be required. Only the requested data is provided to the learner. This can be used as reach-back, follow-on training, or for new employees.

Conclusion

It is easy to make assumptions or get caught by the common pitfalls when developing training. However, one of the best methods of avoiding these is to complete a thorough training analysis before developing. There were more common pitfalls than we listed here. What are some you have experienced?