HR Professionals: Use this short checklist to help you design reinforcement strategies that will increase retention and change behavior.
We all know that traditional training courses do not always produce desired results. Many organizations have struggled to adapt new innovations. As companies slowly shift their focus from just training to getting the most from the training, an effective HR professional must help keep the organization focused on the future.
To gain deeper insight into these issues, Mindmarker constantly surveys clients and their HR professionals. Their replies offer insight into how HR professionals view effective reinforcement and how to gain results.
From the survey results and our own expertise, Mindmarker developed 3 questions all HR professionals should be asking themselves and their executive colleagues as the reinforcement approaches.
1. Are the learning strategies you have traditionally employed optimized for the rapidly changing learning innovations?
So many of the formal training classes and ubiquitous elearning programs simply do not deliver an acceptable ROI. Most formal learnings even with updated elearning platforms remain based on antiquated models that were designed for efficiency, not effectiveness. Dumping knowledge followed up by a test will not result in the meaningful behavior change that is essential for true learning to occur. This means building an organization that has innovation coursing through its veins.
2. Are you doing everything possible to create maximum reinforcement results?
The HR professional, together with subject matter specialists can play an enormously powerful role by developing programs to accelerate the change process. Far too often, these reinforcement programs are developed in isolation and fail to deliver on the promises made.
For a reinforcement program to be successful, the objectives and measurements must be linked with the way in which people work. At the end of the day, the success or failure of reinforcement is dependent less on the content of the program and more on the employees’ willingness to embrace the change.
Consider how you defined the reinforcement objectives, how many objectives you can reinforce in a certain time period, and how all kinds of measurements fit in the program without it being a ‘testing program.’
3. Are you creating accountability for reinforcement results?
For many HR professionals, creating accountability for the reinforcement results that emerge from learning initiatives remains an ongoing challenge. Creating a reinforcement discipline for enterprise wide learning begins with a precise understanding of learning’s role in the overall corporate strategy.
A formal, accountability-based learning infrastructure with clear empirical objectives and milestones: As with other business disciplines, learning must be represented by well-defined processes supported by performance targets and indicators. Too many organizations do not view learning as a process and, as a result, fail to utilize objective outcome-based measures to evaluate their success.
Dedicated budgets and resources: Organizations should invest in learning with the expectation of measurable results. A dedicated budget is a critical component of success in learning. This doesn’t mean that all the learning efforts should be centralized, but there does need to be an adequate level of resources to fund the learning infrastructure.
Repeatable, accessible tools and capabilities: Organizations should provide the processes, structures, tools and training necessary to deliver effective enterprise learning. If senior executives expect to achieve repeatable and ongoing improvements in business performance, the learning discipline needs to be supported by tools, capabilities and resources that are accessible across the organization.