Sustaining learning

The debate on the ROI on L&D programs never leaves the mind space and at this time of the year it is a hot topic. The jury is still out when it comes to ROI on learning initiatives. Some would say it is like the chicken and the egg problem the experts are still researching; as far as I am concerned the ROI on training initiatives is very low and would continue to remain low unless we understand the fundamentals.

For any change to materialize for a learner (development included) the following five steps are necessary: 1) Awareness that development will make a difference 2) Motivation (willingness to change); 3) Skills required for the new behaviour; 4) Real world practice 5) Accountability (is anyone paying attention; does it matter).

 Assuming that the learning objectives were clearly articulated, the right participants were in the class room and the training methodology was appropriate it is the responsibility of step 4 and 5 where there is lack of clarity. Who is ultimately responsible for the final two steps?

Usually the battle of minds between L&D and line management continues unabated and in the meantime the timeliness of the next steps gets lost. It is clear from the five steps articulated above that participants need to be able to find opportunities to practice what they have learnt and they need coaching and encouragement from the managers as they try and learn the new skills and behaviours.

 There are several weak links in the chain: first is the mindset that learning is totally the responsibility of the L&D department, second immediate managers are not involved in the identifying the learning needs-and hence they do not take ownership, third most managers are not aware how adults learn and finally managers are not trained in how to use coaching to help their teammates learn new skills.

Regrettably most participants do not take their learning forward on their own in spite of the fact that they return to the work environment quite excited. The reason is that when they try out what they have learnt in the class room the very first time the outcome is at best discouraging. Very few people have the natural inclination to feel motivated after they have just failed.  It is universally known that the first attempt is a giant step but in the minds of the participant it is not congruent to the self image he carries about himself as a result the confidence level sinks even though the competency level has improved. Who is in the best position to communicate that feeling?

What is the solution?

There is a three step solution for improving ROI of L&D programs: 1) Involvement of the immediate manager in identifying the goals for the learning event. The immediate manager’s version is as important as that of HR and the top management. 2) Equipping immediate managers in “Development Coaching” skill. 3) The L&D team and the immediate manager acknowledge that a joint effort is required to change behaviour- no one person can do it alone. Even better failure and success is made a joint responsibility.

Finally there are multiple benefits when managers learn the art and science of development coaching.  Career advancement is just one of them!