Do training programmes really change behaviour? 5 key reasons why development programmes fail
Do training programmes really change behaviour?
Leadership, learning and development interventions rely on some form of behaviour change to make an impact for the individual, their team and the organisation. The current climate that individuals are faced with make behaviour change so much more difficult... lack of time, energy, motivation and hybrid working are key barriers to this. So how many organisations are currently successful with achieving behaviour change and making a clear impact?
Many clients I speak with still look at satisfaction ratings to evaluate their training programmes and struggle with closing the 'say-do' gap; participants intend to change their behaviour but can't or won't based on several factors. So why do we train people if we’re not trying to change their behaviour? I have worked in corporate L&D and talent roles where designing these programmes takes a lot of investment and time which can far outweigh the benefits if we aren't seeing any change of behaviour.
5 key reasons why development programmes fail:
Programmes are implemented without determining the real issue that needs to be addressed
Individuals are coerced to attend a programme in order to get them to behave in a certain way where they are unwilling or unaware
Training is typically used as a plaster for a wealth of performance management issues rather than skills development
Delivering a one-off workshop without post-programme application and sustainment activities is not enough to embed learning
Time and space required to help individuals practice and embed their learning is lacking.
Do training programmes really change behaviour? They can if you create action plans which incorporate application activities and reinforcement exercises for individuals to 'do' the things they want to do. There are many systemic and individual factors at play here which need to be thought of to ensure real behaviour change.
My top 5 tips to take your development programmes to the next level:
1. Ensure your learning and leadership development strategies aligned with the business strategy
2. Be clear on the target behaviours you are looking to address
3. Think about your learning journey - ensure you add elements before and after your programme to ensure priming and application
4. Think about putting in place support, practice and application with the relevant people
5. Provide the time and space required to help individuals practice without being overburdened.
A key area of focus should be accountability of learners and removing barriers in the way of implementing the desired behaviours.
What if we can better understand behaviour at work to create development initiatives that change behaviour and make a real impact?
Join me on the 11th October for my 'The Science of Behaviour Change' webinar which explores how HR/L&D professionals can create impactful development initiatives by looking at the science of behaviour change and ways to ensure development programmes succeed.
Link to book: https://www.eventbrite.co.uk/e/the-science-of-behaviour-change-creating-impactful-development-initiatives-tickets-415337334147.