Training and development is an imperative key to any business strategy. Continuous training ensures that employees have the skills and capabilities needed to achieve business objectives. Across organizations, learning and development (L&D) leaders are responsible for identifying training opportunities and skills gaps, and then using that information to deliver content that solves business problems. This makes L&D professionals vital to a company’s success.
The significance of L&D is well-recognized, yet — what if training isn’t always the answer?
In this article, we’ll share tips by L&D experts on how to determine if a business problem is really a training issue, and if it is not, the steps to addressing this challenge with senior leaders.
Determining if Training is the Answer to a Business Problem
If learning leaders do not evaluate the business challenge before implementing a solution, they risk wasting time, costs and efforts. With a targeted approach to determining if training is the solution, L&D leaders can position themselves as strategic business partners.
Let’s consider some examples of when training isn’t the answer:
The business problem isn’t linked to performance.
To ensure that training effectively addresses business problems, it’s crucial to connect the issue to specific employee performance metrics. Thomas Harrell, CPTM, instructional designer at Great HealthWorks, shares some insight on this. “The key indicator that training is the correct answer to a business problem is when we can link the problem to employee performance. Anything less than that is fuzzy conjecture at worst and an educated guess at best.” Harrell notes that revealing this link can be challenging and time-consuming, but it is worth it when the business need is critical enough to isolate and resolve.
The training won’t make an impact on business operations.
Evaluating the need for new training programs involves determining whether current practices are effective or need changes. Jenessa Jacobs, CPTM, vice president of development and growth strategy at Aspen Sales, Inc., shares that, “There’s no sense in changing something that isn’t broken. For example, your organization may want leadership training… However, if your organization is not in a spot where they’re regularly doing one-on-ones or performance reviews, putting training in place may not make a difference.”
Instead of developing more leadership training content, the organization might need to foster a more human-centered culture by encouraging leaders to have one-on-ones and other personal touchpoints with their employees. L&D should focus on communicating new changes and ideas rather than creating additional training.
Employees lack the necessary resources.
When employees lack the tools and resources needed for their jobs, it can reflect as poor performance. This misconception often leads managers to assume that training is the answer. However, there’s a hiccup somewhere — and as an L&D professional, it’s your job to identify it.
Sarah Parlett, CPTM, vice president of human resources (HR) at Cooperative Teacher Credit, points out that, rather than needing training, an employee might need clearer instructions for specific tasks or a better understanding of their job role. For example, if an employee is unsure about their authority to make decisions like reversing a fee, it can slow down the transaction. What might seem like poor sales is actually a result of unclear communication.
Solving a Non-Training Business Issue
Don’t assume training is the solution — first, evaluate whether the issue lies elsewhere.
According to Jacobs, cultural issues and communication breakdowns are often misdiagnosed and addressed with training. “Are you setting up the right infrastructure for your team? Do you have the right people in place, and are you providing the necessary products, tools, and resources they need to succeed?” If these elements are not in place, training alone will not be effective.
Harrell suggests analyzing the problem through focus group discussions. “The learning and performance development team can meet with a handful of employees who are okay with the business process and software, and those who are not. During the discussion, the L&D team can ascertain where the disconnect is and if a training intervention is needed.”
To ensure employees have what they need to work effectively, Parlett suggests creating a structured checklist. “We shouldn’t expect people to memorize how to perform all the functions of their job and every task.” Implementing a decision-making process matrix or chart can help employees understand their decision-making authority and when to escalate issues to a supervisor.
Training isn’t always the answer. Some business problems stem from a lack of communication, clarity and resources. By addressing these underlying issues, learning leaders can drive meaningful change and help achieve business goals.
