It is essential to cultivate a learning culture at your organization, one where expectations are clearly set from the beginning, and where the employee and the organization both share the benefits. It is essential to develop the talent in the organization than replacing one. Therefore, it becomes essential for any organization to invest in the learning and development of their employees. To ensure the organizations success the employee must enrich their knowledge and skills in timely manner. This will encourage them to implement the same in the workplace ensure an overall development. There are many training opportunities one can look for to build internal training teams as well such as Train the Trainer Certifications or Training Certifications for Trainers.
Training and Development must be the strategic priority of any organization. If implemented in a considerate and purposeful manner then an organization can benefit from quantifiable ROI. For instance you can certainly measure the training by insisting on a pre and post assessment reports and quantify the employee development. Once an organization receives the consolidated report it can further chunk it down and calculate it in terms of time saved, increase in productivity and eventually increase in profits. It is time for the organizations to view training and development as an investment and not as an expense so as to reap its benefits. Organizations must look at investing in employee training and development as a capital investment.
An emerging trend to reduce cost has also been to build internal training teams. Training that can not only add to the profit of the company but also constantly upscale its employees. This requires the organisation to invest in building trainers in programs like Train the Trainer workshop. The focus must be to build competencies rather than merely the content output.
Organizations that do not have internal training teams often rely on veteran employees and managers to train others which I find it to be problematic. I’ve found the following problems with that sort of approach:
1) Managers aren’t trained to train others. They merely have the subject knowledge but lack the skills to train.
2) Managers do not have time to put in the effort which is required to focus on each employee’s development.
3) The manager and the trainee do not have a set curriculum to follow and measure the performance accordingly.
4) Knowledge sharing isn’t complete if one isn’t aware of the techniques to be used.
5) Managers aren’t able to break the bigger picture into smaller details and focus on the nuances of the work.
There is a strong need for the organizations to look at building training teams that not only add to the revenue part of the business but also sustain the good and bad times. Encourage all the trainers to consult each other prior to conceptualizing new training requirements. Constantly look at upgrading their knowledge and skills on timely basis.
Also, organization must looking at given them a new title rather than calling them “internal training team” – so that it truly reflects who they are and what they do.