Have you ever walked into a training room and felt the tension—a sea of crossed arms and disengaged faces? I’ve been there. Employees shuffled into a session because “management said so,” treating it like a checkbox on an otherwise endless list of to-dos. But what if we could flip the script? What if training wasn’t just another obligation but an opportunity for real growth and transformation?
In this post, we’ll explore how to make training stick—from giving it purpose before it begins to measuring the actual impact afterward.
Give Purpose to Training Before Training
One of the biggest challenges I’ve encountered is walking into a training session where everyone feels they’ve been forced to attend. Arms crossed, eyes glazed over—it’s like they’re prisoners serving time in a training session. They’ve been told to show up, but no one has told them why it matters.
I remember a session where I asked the group, “Why do you think you’re here today?” Silence filled the room until someone finally said, “Because we were told to be here.” That was my cue to change the narrative. I needed to turn this mandatory event into something meaningful.
The first step to creating a meaningful training session is shifting the mindset from obligation to opportunity. Training shouldn’t be just another item on a checklist; it should have a clear purpose that resonates with the participants. When employees understand how the training benefits them and aligns with their roles, they’re more likely to engage.
I always encourage leaders to have a conversation with their team before sending them to training. Explain the goals, the skills they’ll gain, and how it ties into their professional development and the organization’s success. Setting clear expectations can turn apprehension into anticipation.
Shifting the mindset is all about communication and purpose. When training is presented as an investment in their growth rather than a mandatory task, employees move from feeling like prisoners to becoming active participants eager to learn.
During Training
What happens during the training session can make all the difference in whether the learning sticks. It’s not just about presenting information; it’s about creating an environment where participants are actively involved and invested.
Peer Groups & Accountability Teams
One effective approach for making training stick is forming peer groups or accountability teams. By pairing participants together or in small groups, they can share what they’ve learned and discuss how they’re applying it. This peer interaction creates a sense of community and keeps everyone engaged, even after the training is over.
Applying Training
Designing activities that are directly tied to your organization’s learning objectives can also help training stick. Instead of just lecturing, we try to incorporate exercises where participants can apply the knowledge during the session. This could be through role-playing, simulations, or hands-on projects.
For instance, in a training session for first-time supervisors, we incorporated role-playing exercises where participants practiced handling difficult conversations with their team members. They weren’t just learning about supervisory principles; they were actively applying them in realistic scenarios. This hands-on approach helps solidify the concepts and demonstrates their real-world relevance.
Encourage participants to think about how they’ll use what they’re learning in their daily roles. Ask them to identify specific tasks or challenges where these new skills can be applied. This not only reinforces the material but also creates a bridge between the training and their everyday work.
Leaders’ and Managers’ Role in Reinforcing Training
Once training wraps up, the journey isn’t over—it’s just beginning. Managers and leaders play an important role in making sure that the lessons learned become part of everyday practice.
The best outcomes happen when managers take the initiative to sit down with each training participant to debrief. They should ask open-ended questions like, “What stood out to you during the training?” and “How do you see yourself applying these new skills?” These simple conversations make employees feel supported and turn abstract concepts into actionable plans.
Ongoing Support and Resources
But it shouldn’t stop at the debrief. Managers need to provide ongoing support and resources.
One particularly successful organization organized peer group meetings where participants could share experiences and troubleshoot challenges together. This created a support network that kept the momentum going.
Regular Check-Ins
Regular check-ins are important for reinforcing new behaviors. It’s all too common for the excitement from training to wane after a few weeks, leading to a slide back into old habits. This is where the concept of the “forgetting curve” comes into play—the idea that without reinforcement, we gradually lose the information we’ve learned.
To combat this, I suggest managers schedule brief, ongoing meetings focused on applying the tools and skills learned at training.
For example, a quick weekly huddle to discuss successes and obstacles in using new techniques can make a significant difference.
Recognizing and Rewarding Progress
One of the most effective ways to make training stick is by recognizing and rewarding the progress your team makes. When leaders acknowledge the application of new skills, it not only reinforces the behavior but also motivates others to follow suit.
Rewards don’t always have to be grand gestures. Sometimes, a handwritten thank-you note or a shout-out in a company newsletter can make a significant impact. The key is to be sincere and specific about what the employee did and why it matters.
In some cases, tangible rewards can motivate employees. This could be a small bonus, additional time off, or opportunities for career advancement. We had an organization that offered digital badges for employees to display on their internal profiles after mastering certain skills. It became a friendly competition and a badge of honor among peers.
Leaders should also consider creating platforms where employees can showcase their new skills. This might involve presentations, leading a project, or mentoring others. Not only does this reinforce their learning, but it also spreads the knowledge throughout the organization.
Measuring “Stickiness”
Organizations need concrete ways to measure the effectiveness (or “stickiness”) of their training programs, both qualitatively and quantitatively.
One organization we worked with invested heavily in a new customer service training program. They decided to tie training success to their organizational objectives. In this case, the objective was to improve customer satisfaction scores by 15% within six months.
Setting Clear Objectives and Tracking Key Metrics
The first step in assessing the effectiveness of training is to clearly define what success looks like. Establish specific, measurable goals aligned with the organization’s priorities. For instance, if the objective is to reduce turnover, track metrics like turnover rate before and after the training.
Pre- and Post-Training Assessments
Another effective approach is using assessments to measure increases in knowledge or skills. Before the training begins, conduct a baseline assessment to understand where participants stand. After the training, a similar assessment can highlight areas of growth.
Use Evaluation Models
For organizations looking to take a more structured approach, models like the Kirkpatrick Model, the Phillips ROI Model, or Anderson’s Model of Learning Evaluation can be helpful.
- The Kirkpatrick Model looks at four levels: reaction, learning, behavior, and results. It helps assess how participants felt about the training, what they learned, how they’re applying it, and the ultimate impact on the organization.
- The Phillips ROI Model adds a fifth level to measure the return on investment, quantifying the training’s financial benefits.
- Anderson’s Model focuses on aligning training outcomes with organizational strategy, ensuring that learning directly supports business goals.
Qualitative Feedback
Numbers tell one part of the story, but qualitative feedback provides context to the numbers. Encourage open conversations with employees about how the training has impacted their work. Are they finding it easier to handle certain tasks? Do they feel more confident?
One organization we worked with held focus groups where employees shared their experiences post-training. This revealed insights that surveys and metrics alone couldn’t capture, like improved team dynamics and higher levels of job confidence.
Next Steps
The long-term benefits of training are significant: increased employee engagement, higher productivity, and better alignment with your organization’s goals. For leaders, this translates into a stronger return on investment and a more capable, committed workforce.
If you’re ready to make your training initiatives truly impactful, I encourage you to explore training programs tailored to your team’s needs.
