• Thanks for stopping by. Logging in to a registered account will remove all generic ads. Please reach out with any questions or concerns.

Where Companies Go Wrong with Learning and Development

daftandbarmy

Army.ca Dinosaur
Reaction score
25,794
Points
1,160
Where Companies Go Wrong with Learning and Development

Organizations spent $359 billion globally on training in 2016, but was it worth it?

Not when you consider the following:

    75% of 1,500 managers surveyed from across 50 organizations were dissatisfied with their company’s Learning & Development (L&D) function;
    70% of employees report that they don’t have mastery of the skills needed to do their jobs;
    Only 12% of employees apply new skills learned in L&D programs to their jobs; and
    Only 25% of respondents to a recent McKinsey survey believe that training measurably improved performance.

Not only is the majority of training in today’s companies ineffective, but the purpose, timing, and content of training is flawed.

Learning for the Wrong Reasons

Bryan Caplan, professor of economics at George Mason University, and author of The Case Against Education, says in his book that education often isn’t so much about learning useful job skills, but about people showing off, or “signaling.”

Today’s employees often signal through continuous professional education (CPE) credits so that they can make a case for a promotion. L&D staff also signal their worth by meeting flawed KPIs, such as the total CPE credits employees earn, rather than focusing on the business impact created. The former is easier to measure, but flawed incentives beget flawed outcomes, such as the following:

We’re learning at the wrong time. People learn best when they have to learn. Applying what’s learned to real-world situations strengthens one’s focus and determination to learn. And while psychologist Edwin Locke showed the impact of short feedback loops back in 1968 with his theory of motivation, it’s still not widely practiced when it comes to corporate training. Today’s employees often learn uniform topics, on L&D’s schedule, and at a time when it bears little immediate relevance to their role — and their learning suffers as a result.

We’re learning the wrong things. Want to see eyes glaze over quicker than you can finish this sentence? Mandate that busy employees attend a training session on “business writing skills”, or “conflict resolution”, or some other such course with little alignment to their needs.

We quickly forget what we’ve learned. Like first year college students who forget 60% of what they learn in high school, studying merely to get the CPE credit suggests that employees, too, will quickly forget what they learn. German psychologist Hermann Ebbinghaus pioneered experimental studies of memory in the late 19th Century, culminating with his discovery of “The Forgetting Curve.” He found that if new information isn’t applied, we’ll forget about 75% of it after just six days.

https://hbr.org/2019/10/where-companies-go-wrong-with-learning-and-development?utm_source=linkedin&utm_campaign=hbr&utm_medium=social
 
A huge chunk of "learning and development" courses in the Federal government are required "cover the arse of senior management" courses. It's mostly a numbers game so they can say "80%" of PS has taken harassment and discrimination courses, who cares that they may not be beneficial or result in any reductions or improvements.

That being said I found the Basic Management course highly useful and well taught by an experienced Regional Director.
 
Colin P said:
That being said I found the Basic Management course highly useful and well taught by an experienced Regional Director.

Those kind of courses are awesome but frequently exist - or not - at the whim of budgets and leadership preferences....
 
Back
Top