There is a problem with the way that training is used to develop employees in the workplace.
The problem is not that the employees fail to attend the trainings and workforce development offerings on a regular basis.
The problem is not that employees fail to implement the things that they learn and use those lessons to innovate the organization forward even more.
The problem is more complicated than that:
The most critical employees in organizations (managers, supervisors, division leaders and others) are almost never in the room to add their perspective on the issues in the organization which led to the need for training in the first place.
The employees in the organization attending the training tend not to believe they have the courage, the authority or the power to affect innovations around the dominant issues they were called to train on resolving in the first place.
There’s no easy way out of this two-pronged, organizational trap.
And too often, the people who order, organize and even develop the training for employees also serve as gatekeepers buffering the employees in the training room from the people above them.
The difficult way out of this is twofold:
The managers, supervisors, division leaders and other higher-ups need to be seen in the room, endorsing the training and perspective of the development opportunity, the employees are being told to attend.
The statement “I’m too busy to attend” or “That training time doesn’t fit into my schedule” or “I already know all of this, so why do I need to be there” should be banished from managerial vocabulary and scrubbed from supervisory thinking.
Employees need to be provided with opportunities to innovate, such as the type offered to engineers at Google and other high tech companies, on clock time, rather than relegating the power to change to the venues of canned training or fancy bromides on the walls.
Would courageously implementing these to solutions cause organizations to have to do the hard work of shifting mindsets (both of shareholders and owners) toward a truly new conception of what productivity looks like?
Which is why the standard is here to stay, at least for a little while longer.
-Peace Be With You All-
Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: firstname.lastname@example.org
LinkedIn: https:// www.linkedin.com/in/jesansorrells/