You have to get a lot right for a training program to be effective. And one of the most critical things one can do for learners is create a learning climate – promoting a positive and supportive view of talent development.

Of course, the training itself is important. But it’s not the only thing that matters. Perceptions and attitudes towards workplace learning also affect training results. Even great training can fail in a hostile environment.

An organization’s learning climate really comes down to the attitudes of employees and how leadership communicates to shape these attitudes.

Here are four research-based recommendations to help you establish a healthy and productive learning climate:

1. Creating realistic learner expectations

Each learner’s experience is different. One may be deeply skeptical about training based on a poor experience at a previous employer, while another may have outsized expectations for training’s benefits. Training, of course, is neither a waste of time nor a magic potion. Therefore, it’s important to present training programs with honesty and transparency. Be sure to communicate the purpose, objectives and intended outcomes of each training session. Show the relevance training has to your learners’ careers.

Demonstrate your own earnest belief in talent development without overselling it. Acknowledge that some people are skeptical about the effectiveness of training, and then offer evidence that it works. At the same time, be clear about its limitations. To a large extent, training only works when people are willing to engage.

2. Showing learners that training is a process

In the past, many companies handled employee training with a full-day workshop — learners were asked to retain all the information given to them over eight hours, practice it on their own and apply it on the job. It didn’t work because training isn’t an event. It is a process.

Studies show that learners who view training as a process have a greater commitment to the program. So let them know that a training process consists of a learning event followed by opportunities for practice and reinforcement.

3. Showing learners that training is an opportunity

For some learners, training creates anxiety — they fear they will be unfairly judged or evaluated during a training session. Or, they feel irrational stress during an assessment and do poorly as a result.

When learning professionals use negative language to discuss training, it makes matters worse. Using positive language and framing training experiences are opportunities for developing one’s talents. Avoid discussing skill gaps, deficits or what your people are doing wrong. Instead, focus on the benefits of training and the positive outcomes that learners can expect.

4. Showing learners that the organization is committed to training

A culture of career-long learning starts at the c-level and filters down to managers, supervisors and employees. Once it becomes part of the fabric of an organization, a commitment to training is contagious. If learners see leadership support the training program and believe in its value, they will invest their energy and effort into it. If you want to create an effective learning culture, you may need to educate top executives in your organization.

And even if your top execs are on board, you need to make sure word filters down. Partner with human resources or senior management to communicate your organization’s investment in talent development via company literature, internal emails and meetings.

Talent development is more than just providing a solid training solution. It’s a company-wide commitment to learning. One of the primary ways to create this culture is to advertise it –building a learning climate where trainees know exactly how dedicated their employer is to investing in their future.