The ultimate impact of training gets reflected in the organisation's results. Even if, at times, there is no apparent difference in the results, the training cannot be deemed to be ineffective.

A lot of concern is exhibited over the effectiveness of training, and rightly so. Though the investment involved in training is huge, the returns are not immediately visible. Several tools have been put forward to measure the effectiveness of Training - feedback from the participants, from the superiors and subordinates, department’s performance and the company’s overall results. The closest illustration to measuring the effectiveness of Training is measuring the impact of any of the following things on a person’s health - food, water, pure air, daily exercise, work habits and emotional events/ upheavals.

It is a combination and interplay of many elements that contribute to the improvement or decline of any kind. In the case of performance and behaviour, the improvements may depend on the nature of the job content, the infrastructural facilities, the resources made available, the boss-subordinate relationships, the support provided, the reward systems, and of course, training.

♦  Nature of Participants:

 The Training imparted may be useful and relevant, but it can have differing impacts on different participants due to their own personal motivations, level of knowledge and learning ability. For instance, in a university offering an MBA programme or a course in Engineering, different students perform differently, although the content and the quality of the instruction offered remain the same.

♦  The story of two brothers:

There is the story of a family with two boys, one of whom grew up to be a highly successful Sales Manager, while his brother ended up in jail for heinous crimes. Apparently, the same kind of environment, the same kind of parental influence, but they moved into so very different paths. Influence and impact seem to depend a lot on the nature of the recipients.

“Not everything that counts can be counted, and not everything that can be counted counts.” – Albert Einstein

Organisational Performance

Subjecting a single programme for evaluation may not be proper. It would be better to evaluate the cumulative impact of all the training imparted during a specific period. The ultimate impact of training gets reflected in the organisation’s results. Even if, at times, there is no apparent difference in the results, the training cannot be deemed to be ineffective. For, without the training, the organisation could have performed worse. It can also be that other organisations are also equipping their employees through training to meet today’s needs and challenges. Indeed, training has become a part of the condition required for performance. Akio Marita, the Cofounder of Sony, on a visit to the US was asked, “How do you explain such an enormous expenditure on Training?” His response was, “I don’t understand the question.”

Profound things defy measurement

The impact of the profound things in life is beyond measurement. Let us consider the impact of prayer and meditation, positive attitude and enthusiasm, supervision and interpersonal climate, and working conditions, benefits and remuneration. They are hard to measure like how increased remuneration cannot be measured with any degree of accuracy. There have been instances where soon after getting a substantial increase in salary or a promotion, the persons concerned left the organisation as they could bargain better with their new Employers. The outcome would be just the opposite had the Company anticipated it while granting a big increase or a quick promotion.

Even the impact of smoking or drinking on a person’s health or success in life is hard to measure. We know of people who drink and smoke but live to a ripe old age. One of Abraham Lincoln’s most successful Generals was known to be a heavy drinker. One day, the other Generals went and complained to Lincoln about the General’s heavy drinking. Lincoln is said to have responded, “Please let me know which brand of whisky he consumes. Let me supply it to you as well so that you may also begin to win more battles like he does.”

Training is done as an act of faith.

 Education or learning of any kind is readily undertaken with a fervent hope that the learner will benefit in some way or the other. Therefore, most progressive organisations the world over have made Training – both technical and behavioural - a part of their routine activity. Several multinational companies literally have training sessions running 365 days in the year! Some even mandate that every employee has to undergo a minimum of 7 training days a year. Jack Welch, the legendary CEO of General Electric, was said to have spent an entire month every year in the classroom – attending some course or the other.

The complex nature of the Impact of Training and Learning

The benefits of training can be direct or indirect. In some cases, the impact of training can be seen in the short term, while in the others it can be seen in the long term. The influence is obvious, and at times, very subtle. Some may use the learning just once and while some others may use it on numerous occasions. And while some may use the learning themselves, and some also impart the learnings to others so that it can be used in their work and life.

The impact of training can be very decisive or just marginal or visible or may remain unseen. The learning can permanently influence the quality of behaviour and actions or just temporarily in some cases. Some apply the learning after a single exposure and some others may apply the learning after several exposures. Some may apply the learnings immediately – partly because the right opportunities presented themselves quickly – and some may apply the learning several years after the training occurred.

Impact of Training

There was a two-day session on ‘Negotiation skills” in a multinational company. One of the more experienced participants - a Purchase Manager - actively partook in the discussions, but never let go of any opportunity to express his scepticism about the usefulness of the learning offered in the programme.

 However, on the second day of the programme, he was the first one to put up his hand to comment. “Last night, I had to speak to a major vendor on an important purchase. Normally I would not allow him to speak, but just dictate my terms, including the price I would be prepared to pay. After yesterday’s session where we discussed the importance of listening, I let him speak most of the time. As a result, he offered me a price which was more than a lakh less than what I would have otherwise “dictated” to him.”

While in meetings hardware type information is shared for enlightenment and coordination, in training sessions, software type ideas, perspectives and insights are brought to the table.

Necessity of Training and Learning

The world is fast-changing. New technologies, techniques, systems, products and services are the order of the day. Evidently, the world has changed significantly in the last five years, and a great deal of learning is needed to adjust and adapt to the new demands. New skills have to be acquired. Mindsets have to be changed. This is accomplished through self-study as well as formal training. The other tools for development are job rotation, membership in task forces, coaching and counselling. We need to keep abreast of new developments in the world, particularly in our respective fields of work if we are to stay relevant and meaningful. Formal training has a role to play towards this end.

Meetings and Conferences

Would we doubt the usefulness, even the necessity of meetings and conferences, within the company as well as with outside agencies, parties and people? Training sessions are to be viewed in the same way, on the same plane. While in meetings hardware type information is shared for enlightenment and coordination, in training sessions, software type ideas, perspectives and insights are brought to the table.

Would we doubt the usefulness, even the necessity of meetings and conferences, within the company as well as with outside agencies, parties and people? Training sessions are to be viewed in the same way, on the same plane. While in meetings hardware type information is shared for enlightenment and coordination, in training sessions, software type ideas, perspectives and insights are brought to the table.

 If a person is going to change his job behaviour, three basic requirements must exist.

♦  He must want to improve

♦  He must recognise his own shortcomings and areas of improvement

♦  He must have a supportive climate

Self-motivation

No one will improve in any way without a strong motivation for enhancing one’s skills and competence, behaviour and performance. The motivation to become better is critical for benefiting from any improvement programmes. The senior the person, the lesser is the need felt to improve oneself.

The persons most in need of development are blind to their own weaknesses and shortcomings. They have such an inflated ego and an exaggerated picture of themselves that there is little hope that they will ever change. There was this MD of a multinational pharma company. In a public forum, he declared, “What is there that we MDs have to learn from others?” How could we expect him to become better?

Self-awareness

Without a conscious awareness of where one needs to improve, there can never be any change or progress. Acute realisation is behind all revolutions in personal life. I must come to recognise how my dysfunctional habits or behaviours interfere with my performance and progress.

In an organisation, the environment has to be conducive for experimenting with new behaviours. There are bound to be mishaps initially. The organisation has to show tolerance and even extend forgiveness if necessary.

Supportive Climate

 Any behaviour change requires support from those who are close to you, especially superiors, spouse and friends. In an organisation, the environment has to be conducive for experimenting with new behaviours. There are bound to be mishaps initially. The organisation has to show tolerance and even extend forgiveness if necessary. That is how the new behaviours can remain established. All in all, measuring the effectiveness of training falls in the realm of the immeasurable aspects of life.