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How to make your Coaching or Training Interventions 'Stick'

How to make your Coaching or Training Interventions 'Stick'

How to make your Coaching or Training Interventions 'Stick'

We often hear that recruiters are struggling to find middle or senior managers with the right skills and competencies to manage real and/or virtual teams.  With high levels of employment in the UK and around a third of employees actively looking to change jobs, it appears that there is a ‘soft skills’ shortage amongst many candidates for management positions.  This issue can be addressed by Coaching and Training interventions, which actually create significant and real behavioural change.

However, many companies struggle to make their Coaching and Training interventions ‘stick’ and frequently traditional Training courses become a ‘tick box’ exercise.  The benefits of robust learning and development initiatives can include:

  • improved retention levels
  • enhanced employee engagement
  • strengthening the company brand for recruitment
  • improving the quality of  talent for future roles
  • delivering excellent ROI

Within a week of attending a standard training course most participants will have only retained 50% of what they learned, with that figure diminishing further a few weeks later, especially if the delegates didn’t make notes.  Organizations need to take more of a holistic view of their training requirements and include customised learning solutions.  In turn, in order to create real, sustainable behavioural change and deliver excellent ROI, training providers need to work in partnership with HR, learning and development managers, and the senior team to take a holistic, consultative approach to their overall business, growth and culture, as well as their Training, Coaching, Talent Assessment and Talent Management needs. A more holistic approach leads to increased alignment with the business strategy and overall significant performance improvement.

In order to ensure that the learning from Training or Coaching Programmes ‘sticks,’ ideally each participant should be assessed in advance utilizing Personality Questionnaires, (such as NEO, GR8PI or Strength Deployment Inventory) and/or a Face to Face or Online 360 Feedback Review. These Talent Assessment and Measurement tools assess current performance and future potential, assist in raising an individual’s self-awareness, and identify key areas of strength and those requiring improvement.

Competency Frameworks have taken some rap recently, however, many are still highly effective and often are being rebranded as ‘desired/acceptable behaviours’ or company values.  If each participant in every Coaching or Training Programme is assessed against the most relevant leadership and management competencies/associated behaviours/values and their scores are agreed with their Coach/Trainer, they can then also be benchmarked against their cohort.  Additionally, if the participant’s line manager is involved in this assessment process and scores are reviewed after each Training module or Coaching session to assess progress, then real data can be used to customise ongoing blended learning interventions.

Similarly, if participants work on their skills, develop techniques, devise solutions to long standing problems and practice tools and techniques whilst dealing with real life business scenarios, then learning and development solutions become real and more effective.

Throughout every Coaching or Training intervention each individual should work on their identified key development areas and receive constructive feedback from their Coach or Trainer.  Back in the work environment this process should continue via their line manager, a Mentor, work ‘Buddy’ and their peers. This will result in significant and sustainable behavioural change as individuals receive ongoing constructive feedback in order to embed the new learned behaviours and ensure they do not ‘revert to type’ under pressure.

What happens at the end of any Learning and Development Interventions?

At the end of each Training or Coaching Programme if participants complete a  practical review of the content in order to assess their progress and identify any ongoing development needs these results, added to their competency scores and additional feedback, can be discussed with their line managers and combined in to their Personal Development Plans; their goals can then be aligned with the overall business strategy and SMART Action Plans completed to ensure future progress.

Often after 6 - 12 months a repeat online 360 Feedback process can be carried out or an anonymous feedback review with initial scores or ratings compared with the original ones.  In addition, a separate review may also be conducted to measure the success of the Training or Coaching interventions and may include follow up meetings with team leaders, line managers and team members to review performance against the competencies, company vision and any KPIs, if appropriate.

As a result of the buy in from line managers and HR, learning and development interventions should lead to the following:

  • sustained high performance
  • have a positive impact on financial results
  • improve organizational culture
  • increase employee motivation
  • improve morale
  • enable the participants to deliver improved stakeholder and customer value

When team members and individuals receive support with their learning and development from their own line managers, it is likely that around 90% will apply the learning back in the workplace, which will result in a noticeable and measurable improvement in performance.

 

About Jill Maidment

If you would like to know more about our Consultancy services or to book any of the following, please contact us:


Coaching:
Executive Coaching and Mentoring, Career and Transition Coaching, Business Coaching, Resilience Coaching, Life Coaching Retreats


Training:
Leadership Training, High Performance Leadership Development, Management Training, Leadership and Management Team Development, Board Facilitation, Coaching Academy


Assessment:
Executive Assessment, 360 Feedback, Face to Face 360 Feedback, Talent Management and Succession Planning


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Photo by Daria Nepriakhina on Unsplash