Training Effectiveness: it's the follow-up that counts

[Michael Wilkinson]

Have you ever wondered why much of your training doesn’t seem to deliver the results you want?

You know how it is. You’ve done the appraisals, you have a good idea of what and where the skill gaps are so you book some training. The workshop is great (believe me, it is!) and everyone comes back fired up and enthusiastic. And that’s it. With luck some of the new skills and approaches will stick, but given the investment is that really enough?

So why doesn’t training deliver the transformational results you’d like? Why don’t the team return as a group of superheroes? Why is it so hard to transfer learning into business results?

Recent research has suggested that the key to really successful training is in the follow-up:

According to Dr Brent Peterson, the CEO of Apollo Consulting Group, Pre Course activity makes a 26% Contribution to the Successful Outcome of training and accounts for 10% of the Typical Learning Investment. The workshop itself accounts for 24% of the outcome but 85% of the investment, whilst follow-up accounts for 50% of the outcome, but just 5% of the investment!

50% of the contribution to success, 5% of the typical learning investment. It’s not the training that delivers success, it’s the follow-up! And yet it’s the follow-up that gets the least thought, consideration and investment (and here we’re talking time, effort and commitment, not necessarily just cost).

David Brown's comments are key (read his forum post). When it comes to planning training, don't just plan the training, plan the follow-up because it's the follow-up that counts. So what do you offer in terms of follow-up that helps to deliver real training value to your clients?

[sharpendtraining]

(Michael can you post a link to the article you refer to ?)

Sending everyone on a training regardless of the current state of knowledge or the needs of the business is training by scatter gun - spraying everyone with the same training.

It is far more effective to develop systems that allow training to be allocated by rifle shot...

[Keith A Ayres]

Excellent comment.

However, not all companies have staff in-house that can do the follow on, or even the pre-course preparation. Many of my clients are SMEs and in many cases they dont have anyone responsible for HR/Training other than the principles.

I recommend

a) that if they dont have the skills for the follow on or Pre-Course preparation, then they should invest in a good Business Coach. We dont employ any but we do work with a number around the UK.
b) that they purchase the CDs for the course so that delegates can continue the work as Self/Home Study or even covering a topic in staff meetings.
c) that they buy a bookcase and start a collection of reading materials, CDs and DVDs.

This way my clients get maximum benefit from what I have to offer and it is supplemented by the thoughts and ideas of other professional both in person and via the support materials.

[S Walsh]

I would tend to agree. Follow-u is an integral part of any traning undertaken. I often work with line managers to devise ways in which learning can continue on the job. Having an understanding of what staff have learned and how it can be incorporated is key. It can feed in to both day to day tasks as well as one-to-one sessions and ongoing development.

[Christopher Brown]

I agree that follow up is important.

I often have the problem that management in a business bring me in so they can tick stress off their list of things to think about. Once its done I find it very hard to get any kind of follow up from them.

However I do offer delegates the chance to communicate with me by email and this seems to work on occasions.

Training should form part of a long term plan and not just be tacked on for the sake of "doing it".

Chris

[S Walsh]

Chris,

I think stress is a really difficult one, without the ground work and follow up things can be really tricky. When I first started consulting I ran a few one off training days on behalf of the consultancy I worked for and after that experience now only undertake stress management as a consultany rather than as training and will only work with groups that are committed to the whole process.

All that said, I think the post contact via email is a great idea.

Best wishes

Siobhan

[Meir Navon]

The idea brought in the article seems like a correct one, but could somebody please explain what do you mean by "follow up" ?
From my experience, we most certainly have very different concepts about it and this is crucial for the continuation of the conversation

[Keith A Ayres]

You ask an important question Meir.

To me "Follow Up" comes under two headings.

1. Standard Follow Up - a) Here it is a review of the course to assess the value each individual has got from the course. What did THEY get from the course. What did they think of the course. What "Actions" do they plan to implement as a result of the course.
b) Depending upon the type of course the delegate has attended a measurement of the courses effectiveness needs to be developed. For example if they went on a Sales Training Course, what are the sales figures of the attendees before and after.
2. Personalised Follow Up - Following a standard follow up it essential to devise what help and monitoring can be employed to ensure that the lessons learned from the course remain active within the delegate. I recommend the use of Business Coaches where there is no rescources within the organisation. The ability to speak to someone is key to cementing in the lessons learned.

But Meir I would be interested in hearing your thoughts on the matter.

[Meir Navon]

Thank you for your detailed answer, Keith.
Given these definitions, I totally agree with the crucial task of the follow up.
We are all familiar with the curves that describe the forgetting process and if don't have a structured follow up program in place, maybe it'd be better to forgo totally the training intervention.
How many of us have met good follow up process during our professional lives? Well, not me! The maximum we usually get is the possibility to send questionnaires to check if some change has occurred following the training.
Why is it? I'm not certain, but I'd like to hear your opinions on this issue.

[Michael Wilkinson]

Many thanks for everyones contributions to the discussion. I think there are a number of issues surrounding the poor quality of follow-up (however we define it):
1. The training was never, truly, linked to any overall strategy or strategic direction. There is still too much training being commissioned because it is seen as the right thing to do rather than because it is the right thing to do in order for the business to achieve its' strategic objectives.
2. The delegates did not/do not take personal responsibility for their own training and development. Many delegates believe that training and development is the responsibility of the company rather than a partnership. They wait to be trained rather than being proactive.
3. Training commitments i.e. closing action plans etc. are not incorporated into on-going performance reviews.
4. There is no real incentive to delegates to behave any differently post training - once they are back at the coal face they revert to previous ways of working/behaving.

I'm sure there are other reasons - just thinking aloud!

I think our responsibility as trainers is to confront the issue head on with clients and develop follow up procedures and performance measures up front. The key task then is to encourage the client to follow-up on their commitments and for us, and the client, to motivate the delegates to take some real personal responsibility for their own development. Neither is an easy task!

[sharpendtraining]

Recently read "designing and delivering training the six sigma way" and found it very, very interesting. It knocks down kirkpatrick in a couple of pages and if the project is done correctly, follow up should be pointless because you have defined the objectives so tightly in the first place

My review is here

[Keith A Ayres]

Hi (Is it Jill or Jonathon?)

I am unable to comment on the book directly as I have not read it, nor on Kirkpatrick, because I have no idea who he is, but Common Sense leads me to disagree that its 6 Sigma approach has a place in the general market.

The biggest problem of any training programme is to take what is learned, select that which the person wants to take on board and embed it into the Sub-Conscious so that it becomes part of the person. Only in this way can benefit be gained in the long term. So to take away the Follow Up and replace it with a commitment before training is likely to fail. We learn by repetition supported by commitment. The Follow Up we have discussed here is essential to the vast majority of companies who do not have vast structures like the companies you quote in your Blog.

It has always been taught as "Practice makes perfect"

As I have no background in the theory of designing and implementing training I cannot justify this in any other way than practical on the job experience. Both as a deliverer and as a benefitter.

Keith A Ayres

[sharpendtraining]

Hi Keith & thanks for the comment (this is Jonathan btw)

To answer some of your points

select that which the person wants to take on board and embed it into the Sub-Conscious so that it becomes part of the person The six sigma approach would say that it is not really relevant what the person WANTS to learn, it is what is important for the business or the customer. Splitting hairs maybe but it is a vital distinction

So to take away the Follow Up and replace it with a commitment before training is likely to fail. Large corps like Ford & Motorola simply don't fail - period

The Follow Up we have discussed here is essential to the vast majority of companies who do not have vast structures like the companies you quote in your Blog. -
Agree 100% - just posting a viewpoint

It has always been taught as "Practice makes perfect" Practicing the right things make perfect... practicing anything else is a waste of time...

I cannot justify this in any other way than practical on the job experience There is no better qualification that "university of life"