How do you tell managers and stakeholders what employee training they need?

Now a days Up-skilling and Up-scaling goes parallel in any industries. Hence it is essential to upgrade the skill of resources if the leader wants a productive output from the team. For Professional and Personal Growth the essential training programs to be identified though it is technical or non technical. We need to be selective while choosing the training topics rather going for a trending one. In my opinion those training program should be opted which helps 💡Increasing Productivity and Efficiency 💡Saving TAT at work Place 💡Avoid the Duplication of Work 💡Reduce the Human Errors.

Conduct a needs assessment to identify skill gaps, gather input from managers and stakeholders, and align training goals with organizational objectives. Present a comprehensive report highlighting specific training areas, expected outcomes, and potential benefits to effectively communicate the training needs.

"TNA- Training need analysis is the most important tool for this and this is the base for success of any training session because Trainees will take interest only on those topics which they feel are of their use. So methodically we not only observe the operational demand of Organization and training needs by observing while they are on the job and interact with the trainees/ And their next 2 level to make understand the appropriate training need on Priority and than design the training programmes in line of understanding of trainees that matches with Organizational requirments.

✏️ Best Sources to Identify Training Gaps 1. Employees themselves (self-analysis often is the most authentic input) 2. Supervisors & Managers 3. Peers/ Subordinates/ Coworkers 4. Monthly output reports, KPIs 5. Observation by the Training Team 6. Management inputs 7. Long-term objectives of an Organisation 8. Customer grievances 9. Vendor & Stakeholder concerns 10. Competitors best practices in context of your challenges As 🔧resources & 💰 cost optimisation is critical to any business, the most important issue is ✅ Prioritisation of the training identified by the gap analysis

> Gather evidence from performance reviews, skills gaps identified through assessments, and industry trends. > Present a clear picture of where training is most beneficial. > Highlight how training translates to improved performance, efficiency, or cost savings. > Quantify the impact whenever possible to demonstrate the value proposition. > Avoid a one-size-fits-all approach. > Present options that address specific needs for different roles or teams. This shows a thoughtful plan and maximizes training effectiveness.

A key consideration here is the scalability and adaptability of different training methods. For instance, while online training can be more scalable and accessible, it might not always be effective for hands-on skills or for those who benefit from in-person interaction. A cost-benefit analysis of each method, considering long-term scalability and adaptability, can provide a more strategic approach to selecting training options.

I have seen a big push to make everything into an online course - especially as we strive for remote or hybrid work environments. Everything cannot be effectively trained using purely online methods unless you are just checking a box. When real understanding of knowledge, skills transfer, or communication are the key things to be trained, then virtual/in-person training and conversation can be critical for real behavior change.

One thing that I have found to be very effective is to conduct a training demonstration for the stakeholders and managers during the presentation of the training proposal. A small exercise or example would provide an experience that can add great value to the reports and charts presented.

It's essential to tailor the presentation of the training proposal to the specific interests of the stakeholders. For instance, managers might be more interested in how training will enhance productivity and reduce errors, while stakeholders might be more concerned with ROI and long-term skill development. Addressing these specific interests can make the proposal more persuasive.

In line with Rosa Maria Kallas' comment - Use an Agile Development approach. Instead of producing a document, produce a taste of what the training solution will look like. The feedback will likely be more pointed and more useful in creating training that will create the behavior change needed to boost performance.

Many times, people have negative feedback when they think they aren't being heard or understood. You can prevent this approach by viewing all feedback as valuable and expressing gratitude that the stakeholder or manager was willing to take their time and energy to share it with you. By making someone feel heard, you step much closer to implementing a solution that works for everyone.

When dealing with feedback, it's useful to adopt a collaborative approach. Encouraging stakeholders and managers to provide input on the training proposal can lead to more buy-in and engagement. This collaborative approach can transform the training program from being just an HR initiative to a company-wide endeavor.

Make sure that the trainings are not boring. People are tired of endless theories. Make trainings interactive and experiential so people can assimilate new knowledge and consciously realize things.

An often-overlooked aspect of implementing training is measuring the effectiveness during the training itself. Formative assessments, such as quick surveys or quizzes during the training, can provide immediate feedback on its effectiveness and allow for real-time adjustments. This dynamic approach ensures that the training remains relevant and effective throughout its execution.

We often forget that a training solution that is delivered is in it's latest iteration - there is always room to improve. Every survey, exam, test, assessment, focus group, or observation of performance is an opportunity to find way to improve. This means that the evaluation results must be meaningful. The data should tell you how you have effected behavior change and performance. AND it should point to where your can improve the content and the delivery of the solution.

Don't try to tell the people who do the job what kind of training they need. Instead, talk to them to determine the biggest problems they're facing. Then, make suggestions for how you can help address these challenges - without adding more tasks to their already overloaded plates. Show that you're willing to collaborate. Show that you understand their work. Show that you want to solve the same problems. Show value - over and over again. Earn their trust before assuming they'll listen to your suggestions - even if you are the designated training expert.

My formula is "BNI>LNI>TNI" In my opinion, telling the managers or the stakeholders about what training is needed for their team members will be considered as a PUSH Strategy Joint problem solving as Pull Strategy may have better impact as follows BNA/I Ask to understand about the current Business Ecosystem to analyze and identify business needs LNA/I Next is to analyze and identify the Learning needs, considering the ever-changing Competency dynamics to map the current teammates TNA/ I Training needs analysis and identification usually would be the outcome when we follow the above steps They themselves will thank you for helping them and let you know where they need you as a consultant. Try this and let me know what you 🤔

You cannot just tell people what training they need! There should be a strategic and collaborative approach: Here are some ideas to consider: * Identified Training needs should align with overall objectives of the organization. *Quantify and Qualify Gaps- consider both quantitative and qulitative data for knowledge and skill gaps. *Link training to performance improvement. *Show ROI *Engage stakeholders in tbe process. *Highlight industry trends & best practices.

Training is a continuous Improvement process and managers/stakeholders need to understand the value that a new training brings to the organisation in terms of workplace productivity, ethics and culture in the workplace. > Assess the training gaps via any tools that can collect and collate data from the employee learners and their managers > Consider different training options available and present a proposal to the management for the training showcasing the value, the goals and the budget > Implement training plan and get feedback from the stakeholders on any concerns which should be typically addressed before the training process commences. > Ensure that the training is interactive, covers all aspects and transfers learning Thanks

It's about building your reputation. When you run your first training program or training request, you should already be thinking about the next program you will run after that. This means that even after you submit your training report, you continue to report on the monthly milestones that have been achieved as a result of the training you have delivered. This method builds trust between you and the stakeholders and makes it much easier for you to convince them of the need for further training later on.