We usually visualise training within the four walls of a classroom. Often, employees are unable to carry forward the training they had at workplace. Sometimes we don’t encourage employees to implement the learning in the organisation. What do we really mean when we talk about training objectives. And why does training loses its impact after the classroom? There are mainly two reasons: Workplace culture and confinement of training in a classroom.
Learning is a continuous process and it should happen 24*7. Innovation in technology and digitisation in training can create sustainability beyond 9 hours or beyond the training room. Mobile learning and e-learning are the options that can make learning accessible anywhere and everywhere. This is an age of digitisation and individual in an organisation has to cope up with challenges day in and day out. He cannot always wait for a classroom training session.
In this fast pace technological advancement, learning should be a click away. We should insist on asynchronous as well as synchronous learning in an organisation. Learning should not be always dependent.
Learning is a continuous process and does not have any boundaries and limitations. The training solely is not responsible for sustaining the learning. An organisation has to equally contribute to sustain learning from the training program.
The second major contribution to the sustainability of training can be the workplace culture of an organisation. This can be simply summed up in one simple slogan, “Learn while you work, work while you learn”. It is not about retaining what has been learnt but also implementing back at work. There is an emerging need to create a sense of ownership among the leaders of the organisation to build a strong learning organisation. If the leader takes the onus of making people implement their learning on various projects in an organisation, a learning organisation will emerge.
The learning from the training cannot be continued without an organisational culture that realizes as well as emphasis the learning of the individual. A leader with a sense of accountability towards his team members cannot only encourage his team members to apply the learning attained in the training but also provide them an opportunity to implicate the learning with the organisational strategy and vision. The reinforcement of the leader and the organisational culture should be so strong that an individual’s forgetting curve doesn’t move upwards. This will make people motivated to learn and training need will come from an individual rather than organisation identifying it all the time.
Precisely, in this competitive era training can be impactful and sustained if it is visualised and thought beyond the classrooms. Not only this, but the learning should be continuously and consistently revised, reviewed and utilised by organisational culture promoting it. The leaders should create an environment that encourage transfer of learning and creates a robust system of sustaining training beyond the classroom. Digitalisation that is using different channels of distribution to deliver training and an organisation backing the learning from training can contribute majorly sustaining training beyond that very day of training.