Lack of Employee Training is Costing Companies MillionsBookmark This! Vol. 1

September 04, 2019

Each day, our CEO, Brian Petersen Ph.D., sets time aside to look at training industry-related articles that are insightful, short, and forward-thinking. Often, Iike you, Brian does not have the time to read these articles right away, so he bookmarks them to read later. We are now sharing Brian’s curated articles to our colleagues in learning. We hope you will gain some value out of these insights from experts in our field!

In a constantly evolving business landscape, it is paramount for tech and internet-based companies to remain on the cutting edge. Even so, expensive corporate initiatives to integrate and roll out new technologies seemingly fail more often than they succeed. The reason? Focusing solely on technology ignores the human component of any functioning organization.

With all the focus on how the latest and greatest can fix every problem, the ignorant approach to employee needs is absolutely astounding. All the promise technology offers is wasted by rollouts that focus on adding new bells and whistles but ignores the people using them. Such an approach has led to a surprising failure rate of 60% to 80% among new tech initiatives.

These failures cost companies millions, but the solutions are startlingly affordable, and most begin at the top of the pyramid. Employee training means more than sitting in the conference room and giving a simplistic tutorial. True training revolves around defining a strategy and policy that delivers more actionable information and higher engagement.

Why New Initiatives Fail

The litany of failed tech implementations, and their massive costs, across the corporate world is nothing short of astonishing. Promising initiatives quickly crash and burn or end up failing to launch, landing in the dustbins of corporate history. Why? Because positive momentum and implementations don’t just depend on systems, but the people who use and depend on them to create better value.

Employees are not necessarily at the heart of the problem, but their failures to adopt and adapt are simply symptoms of poorly planned and executed technological integrations. The root problem begins at the top of organizations and management priorities. Culture starts from the top-down, and not the bottom-up, making it imperative that any new implementations have a management cheerleader who is excited, attentive, and committed to a project’s success. The absence of a C-level evangelist gives little credence to such an undertaking, making it difficult to encourage other stakeholders to participate in a strategically imperative initiative.

Change management is undeniably a process, and thus it is necessary to frame it as a system, instead of simply goals to be checked off. Lofty goals are often hard to reach and littered with small failures along the way that can stack and become insurmountable, creating feelings of disappointment in lieu of accomplishment. Dilbert creator Scott Adams is often cited for his position on the matter, arguing that having the system in place to achieve and accumulate knowledge in an established format is more valuable than reaching arbitrary goals, which eventually leads to better results. This is especially prescient in terms of change management.

Having the right systems in place to educate and train employees is much more effective than setting targets that may setup employees for failure before a change management process or new implementation even begins. In terms of employee training, building systems that emphasize accumulating knowledge and skills will invariably lead to better outcomes in the future, especially if these employees are equipped with the right tools for success.

Employee Training is Key

Just like the “set it and forget it” attitude is inappropriate for a trading algorithm, expecting to educate employees once without a long-term plan is equally unreasonable. Being able to adapt to a constantly changing business environment and tools will require the accumulation of new skills and talents. Unfortunately, conventional wisdom paints employee training as a one-off event, instead of an ongoing process. Today’s tools for success will likely not be relevant in the near future, making it a strategic imperative to build systems that encourage continuous development.

Even though it’s more complex at enterprise level companies due to the sheer number of employees, large companies with unique demands can also harness the power of change management by taking a holistic approach to continuing education. Apart from constructing smart platforms that can populate and host educational materials, large enterprises can directly provide all the resources in a library format so that employees can take initiative. Furthermore, gamifying the experience can develop a supportive and rewarding learning atmosphere, helping employees remain engaged with the throughout the process while adding a competitive and entertaining twist.

However, none of these changes are possible without first understanding the targeted stakeholders. Forming a complete picture of a user and mapping their journey is vital for establishing how an employee interacts with their surroundings. Without comprehending their existing processes, pain points, frustrations, and areas of satisfaction, identifying the appropriate systems and tools to promote is difficult. Determining the best path to superior engagement takes legwork before any effective change management can take effect. Aside from understanding employees and what makes them tick, it is equally important not to ignore their existing responsibilities and how training can take away from their ongoing efforts. While training is undoubtedly important, it cannot necessarily supplant their existing functions. Instead of dragging employees away from their vital daily activities for days at a time for training, explore creative ways to intersperse training. Weaving in new technologies, employing problem-based learning, and using contextual learning tools can help reduce the stress of being kept from other critical tasks while bolstering employee skills.

Adaptation Starts with Education

New technologies and systems are an integral part of succeeding in today’s corporate world. While legacy tools are comfortable and safe, employees must also learn to adapt and embrace new platforms that can enhance their work and success. Even so, it’s vital that companies not simply expect their teams to embrace change but give them the right tools and framework to do so. Training is a woefully overlooked but important aspect of change management and digital transformations, and it doesn’t start at the bottom. Before engaging in any new rollout, integration, or tech upgrade, those at the top need to consider how they’ll impact the human side of their business to ensure the best odds of success.

To speak with a Learning and Performance Specialist, please contact our Managing Partner, Brian Petersen Ph.D. at 702-850-6036 or by email at Brian.Petersen@JordackConsultants.com

Words: Globalintelhub