In his research, consultative selling expert Neil Rackham found that up to 87% of new learning is wasted if the training is not reinforced in the workplace. This is a staggering amount and is, I believe, one of the main reasons why training is seen as a cost and not an investment. Why would any business send their team to training if most of it doesn’t stick? Seems like an enormous waste of time and money.
Reinforcing what was learnt in training when the team member is back on the job is essential. Team members need help in implementing new learning by changing an existing habit or creating a new one. This requires their manager spending time with each team member after the training, reviewing what the team member learnt, discussing how to implement the new skills and then following up on the job to see if the team member puts the skills in place where it matters – with customers!
If the manager doesn’t do this, most team members will quickly fall back into their old habits and the new learning will be wasted.
A key test of the effectiveness of any training program is whether the team member’s behaviour changes. If there is no change, the training has not been effective. If there is change, the training has been effective – in the short term. To create a long-term habit of new behaviours requires ongoing follow-up from manager.
Here’s how on-job coaching works:
Discuss new learning
The first step in on-job coaching is to spend a few minutes with the team members who have just attended training and simply discuss what they learnt, what their challenges were, and what new behaviours they are taking on. This assumes the manager has a good understanding of the training session – which is imperative, of course.
It’s vital that the manager creates this discussion, otherwise the team members assume the manager doesn’t care about the training or whether the new skills are implemented or not.
When a manager discusses the training soon after the session, it communicates to team members that the training is important. The manager is clearly saying, ‘I want you to improve and try new things, and I’ll help you with the transition.’ Ideally, the manager will have had a discussion with the team member prior to training and this kind of follow-up will also reinforce that initial discussion.
The manager’s role is to help the team
The discussion also communicates to the team member that the role of the manager is to help the team member implement the new behaviours. Team members are often nervous about trying new things as they might make mistakes. This is where the manager can stress the importance of trying new things and reduce the fear of making mistakes.
We all know what it is like when we are trying to break old habits, so having the support of someone (e.g. the manager) is imperative. If the support process is communicated to team members in a positive way, the likelihood of success is high. If the team member is given an ultimatum, then fear is likely to reduce their performance.
It is key that the manager is also patient during this initial period. Team members learn at different rates and it may take longer than expected for the new behaviours to be generally adopted. By providing ongoing support, most team members will soon get there.
Roger Simpson – CEO, The Retail Solution and Author of “The Ultimate Retail Sales Experience” With over 35 years’ industry experience, Roger Simpson is recognized as Australia’s #1 Authority on customer ROI in the retail industry and as a global expert on staff coaching, customer service, and selling skills.
