Some time ago, I wrote an article called “Would The Real OD Please Stand Up?” The article was a result of an encounter I had at a conference. In the same trend, this article is the result of another encounter at the Mumbai airport lounge. It is funny how long people tend to remember such things. The person in question (who shall remain unnamed) is a former client who has now entered the world of consulting and training as an independent practitioner. During our conversation, he mentioned my article and asked what my thoughts were now and if Organization Development has moved along.
In Telling Training’s Story, Dr. Robert Brinkerhoff shows research that without adequate pre- and post-training preparation, only 15% of participants achieve sustained behavior change. Whereas 70% of them actually try to change – but fail! The research clearly tells us that there is more to behavior change than just undergoing a training exercise. In this blog, we will explore seven reasons why participants don’t apply learning on-the-job, and how can you change these results.
Why the emphasis on trust? What exactly is its relevance in the workplace? Paul J Zak, author of Trust Factor: The Science of Creating High-Performance Companies, analyzed the return on trust. In his article The Neuroscience of Trust, he says “Employees in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low-trust companies. They also suffer less chronic stress and are happier with their lives, and these factors fuel stronger performance.”
Companies spend massive amounts each year to ensure that their employees are working to their full potential and contributing to the accomplishment of organizational goals. But are such companies really getting a return on these expenses?
This innovative infrastructure, powered by disruptive thinking, had the potential to increase mobile telephone penetration from the existing 20% (largely urban areas) to 80% in places where there was little or no available electricity. It changed the way telecom operators served their markets and caused disruption amongst existing telecom equipment manufacturers. It challenged them to come up with newer profit models, product features and channel engagement.
It is only when YOU choose to work on trust that it will be built—it cannot be built/rebuilt by anyone else. Trust begins with ourselves, and we owe it to our colleagues to each take responsibility for making our relationships and the workplace a trusting and productive environment.
In order to do more internally, Learning and Development leaders will need to invest more in improving the skills of themselves and their teams to be able to take on the varied roles necessary.
No manager wants to be labeled an ineffective leader, especially when it is not even in their best interests for their team members to fail. So, why do many still not provide post-training support?
When dealing with people from other cultures, it is our natural tendency to learn about the difference in their cultures, such as: What sets us apart? What differences should we be prepared for? How should we behave in certain situations?
The key objective of this intervention was to get the group to discover ways of working together more effectively and to take the existing trust levels up a few notches. The client was very emphatic about their specific company culture – which was fun, energetic, “young” and fast paced. They wanted this session to reflect the company culture without diluting the key messages.
According to a recent LinkedIn Report on workplace learning, business impact is the No. 1 measure desired by business. Yet, less than 8% of organizations are actually demonstrating that. Most are still dependent on smiley sheets and program attendance to show the quantum of work being done, but not really the quality. If we want to successfully measure the return on training, we need to change our approach and completely flip it around.
I recently saw a video published by a colleague, Surya Prakash Mohapatra - Global Head-Talent Transformation at Wipro BPS - on the impact of Neuroscience in Learning. In the video, he mentioned that the job of a learning practitioner is to excite the brain and make learners want to learn. I couldn’t agree more!
When we work with an organization, we are constantly interacting with people—whether face-to-face or via technology. As skilled workers, we have access to tons of information and each one us becomes a repository of some key data points. Application of information leads to knowledge, which eventually results in profitability, which is the end goal for all corporate organizations.
Learning & Development has been perceived as a ‘yes man’ function for way too long. Whenever business leaders say they need training, we get to work and deliver training! Do we pause to understand the reasons, the motives, the final outcomes that are desired from said training program? Do we challenge the status quo
74% of management training attendees agree that large volumes of information, as given in most management training seminars, are difficult to remember and apply 92% of managers agree that they’d be more likely to use learned managerial skills if management training was presented in a more interesting way 1 in 3 respondents say they hardly ever receive follow-up sessions to reinforce their management training
Great conversations, tremendous energy, unparalleled learning—that was ATD 2017 for us. Last week, we mentioned C2C-OD’s experience at ATD2017. Today, we want to share the six themes that stood out for us at the event as L&D practitioners: Microlearning Mobile Technology Social Learning Learning Effectiveness (Impact of learning) Learning Transfer/Reinforcement The science of learning ... Continue Reading →
“As a talent development professional, you’re passionate about ensuring that your workforce is prepared to face the demands of today's ever-changing business environment.” - ATD 2017 International Conference & Exposition With these words in mind, our team from C2C-OD headed off to ATD2017 in Atlanta, Georgia - the largest global event for talent development professionals... Continue Reading →
Trust is knowing that when a team member does push you, they're doing it because they care about the team. - Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable Trust Noun Firm belief in the reliability, truth, or ability of someone or something. 'relations have to be built on trust' – Oxford Dictionary... Continue Reading →
Measuring the effectiveness of a training intervention has been one of the primary concerns for a majority of L&D professionals. CEO’s across the globe state that ROI is the No.2 measure desired by them. However, only 4% currently see ROI on L&D.* There may be several reasons why we may be unable to arrive at... Continue Reading →
The business unit head at an e-commerce company is sensing the disintegration of his team. There is a lack of collaboration among his team members; employees are more concerned about their goals rather than team or organizational goals. From being one of the highly functional teams, his team has become a dysfunctional one - a... Continue Reading →
You have recently launched a highly-anticipated, company-wide training initiative. You have secured the best facilitators—ones with air-tight content—and, following the positive response received from the first training session, you are in a celebratory mood. Up until one of your associates asks, “How do we know if it was really a success? And how are we... Continue Reading →
The team at C2C-OD interviewed Tom Meier, Director of The Center for Accelerated Learning, to find out more about Accelerated Learning (AL); from its beginning, to the philosophy of its four phases, and the future of training. Thank you, Tom! Here is the interview: Please define AL in under 30 words: The AL approach activates full... Continue Reading →
Gina is the HR business partner, and she is also responsible for Learning & Development within a mid-sized IT company. She is planning a training program for one of the support teams but the team is currently swamped with work and they are not inclined to spend 2 hours, let alone 2 days, in a... Continue Reading →
Karen had a client call in the morning and is now running late for the session. As she enters the class, she is surprised to see that people are all over the place, there is a sticky wall with colorful post-it notes on it, and the tables are arranged in a seemingly random manner. Where... Continue Reading →
Jay had been having a tough week. Issues were being escalated all the time, deadlines were approaching, and the team’s morale was at an all-time low since the merger of the two companies. Looming on his calendar was a training program that he had been nominated to attend. Yet, he felt no motivation to attend... Continue Reading →