7 myths

Busting 7 myths associated with employee training and development 

Table of Contents

Introduction

Consider the most recent employee training and development program that you were in charge of organizing. Have all of the relevant staff signed up for the employee training session? Have they attended the training on the correct dates and at the appropriate times? Was the majority of the feedback received subsequently favorable? Improving your company’s learning and development (L&D) program starts with answering these questions, but that’s just the beginning. If you find yourself answering “no” to any of these questions, it is a good clue that your organization may face severe challenges preventing professional progress. It is all too easy to be led in the wrong way when constructing your learning programs because there are so many myths around the subject of employee training.

employee training

 

Training need analysis
Training need analysis

Debunking the top 7 myths related to corporate employee training

Concerning the components that comprise successful learning and development program, there is a plethora of commentary and urban legends floating around the internet. Let’s look at seven of the most common misconceptions that could come up in conversation.

Myth 1#: A physical classroom is required for optimal employee training and development

This was once thought to be the case because there weren’t any alternatives to learning in a physical classroom. However, businesses now have a variety of online e-learning solutions that can be equally effective without requiring face-to-face meetings. In addition to reducing the time and expense of development, remote learning has shown to be helpful in the past year. Employees can learn at their own pace while sitting at their workstations instead of in a classroom. It’s less distracting to their day and can be especially helpful when workers need to repeat or refer back to complex knowledge in the future.

Myth #2: Employees will not retain the instructions given

Sometimes managers skip training because of their preferred learning methods. Everyone knows differently. Thus there’s no purpose in introducing a development choice that isn’t customizable; it’s simple to say. Although everyone learns differently, consider the number of years everyone spends in school. Humans can adjust and remember even if the information is not provided to them most effectively. Your staff will retain the data from a workshop long beyond the event itself, especially if the content is interesting. But it is the manager’s responsibility to maintain that expertise. The likelihood that employees will forget information increases if they are provided it without any means of applying it or revisiting it. However, if employees are taught something and then allowed to practice it over weeks and months, it will stick in their minds for much longer. The manager’s decision to support the employee training and learning after it has occurred will ultimately determine how practical your professional development experience will be in the long run.

Myth #3: Employee training is too expensive

This is likely the most frequent reason why employee development plans are not created. Given that coaches used to be flown in from all over the country for intensive courses or seminars, it is easy to see how this misconception developed. However, as we’ve already shown, several very economical ways to offer educational programs nowadays exist. Sure, maybe you can’t take that cross-country flight any longer, but what’s to stop your team from participating in online training or webinar to improve soft skills? It is possible to provide your staff with growth opportunities without breaking the bank, which benefits everyone.

Myth #4: After learning something, employees will leave

Any business fears employee turnover; therefore, one rationale for not offering development opportunities is the assumption that doing so may lower retention rates. Why invest in people who will transfer their new abilities to a different organization where they may be applied more effectively? Unfortunately, this fallacy speaks much more about the employer than it does about the employee. Employees may leave the organization if it is already a bad workplace. But under those circumstances, they would have departed anyhow.

On the other hand, employee training, learning, and development frequently lengthen rather than shorten employee stays, lowering turnover rates. If working circumstances are good, employees are less likely to leave if they believe their employers are engaging in their skill sets, emphasizing future advancement. Encourage team members to develop trust so they can succeed together.

Myth #5: Offering career opportunities implies that employees require assistance

Sometimes managers believe that bringing in staff training will imply that their team isn’t trying hard enough, yet the contrary is true. Everyone enjoys learning new things. Instead of judging an employee’s present ability level, developing a skill communicates the direction a company is taking. Employee training programs develop workforces for the future by enhancing competencies. Help your workers understand that learning objectives are driven by where the team will be a year from now, not where it is today. The idea that learning will support employees’ growth within an organization rather than cause them to leave can also be reinforced by tying it to career aspirations or professional objectives.

Myth #6: Giving the workforce a learning budget is sufficient

Many businesses provide cash as an alternative to a structured staff development program. There is frequently money available that HR or managers can use as they see fit to help staff members locate their professional development opportunities, such as conferences or courses. It can be quite beneficial to let employees take ownership of their learning. Still, suppose you don’t have any rules regarding the possibilities they can select from. In that case, chances are you’ll have contented workers but no meaningful strategy for developing skills and establishing career paths in your workforce. Why not utilize that budget to focus on specific learning objectives supporting business goals or values? In this approach, not only are your employees developing personally, but they are also working toward objectives that benefit the business.

Myth #7: Employers should only support top performers

Another widespread misconception is that only top-performing employees should have access to development opportunities. The idea is to take your best players and give them every opportunity to become even better. On the one hand, you want to ensure that your top performers believe they are making progress and that their efforts are being rewarded. These employees might even stay with you longer if you provide them with opportunities for advancement. But only your top employees should be allowed to study and develop. Without the proper resources, how can your team create? Not to mention that having development opportunities available to specific individuals is detrimental to your inclusion goals. Development opportunities should be available to your entire staff to upskill everyone at once, especially now that online learning delivers more accessible, inexpensive solutions that more individuals can use.

Conclusion

Employee development myths can quickly sabotage your efforts, so don’t let them. Companies that offer well-designed development programs experience an improvement in their corporate culture, a rise in employee engagement, and a lengthening of employee stay. Everyone enjoys feeling as though they are learning and improving, whether it is in their professional or personal lives. Giving your teams those chances can help current workers develop and prepare for new challenges. Companies that take employees’ desires for improvement seriously find themselves creating a devoted, competent team.

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