Mercer Human Resource Consulting says that in order to accurately answer these questions you must define success up front and set SMART goals. Identify what it will cost and the long term consequences if the training and change does not take place? What do you want to accomplish? What has to be done to accomplish it? What changes should happen as a result of the training and how will you know it happens?

Once you and your organization have answered these questions, the task has just begun because nothing happens until people make it happen. Unfortunately, like diets and New Years resolutions, the vast majority of training programs and change efforts fail.

Before beginning any training session, the reasons and realities of why the training is taking place should be explained including both the threats and opportunities being faced. The participants should then be asked to write down: Why are you here? What do you want to learn about this topic during this session and in the future? How will you know when you’ve met your learning objectives?

When people understand that for them to do well, the organization they’re working for must do well, they willingly participate in training in order to both benefit themselves and the organization. However, there are three different primary motivators of learners and about one-third of each type will be participating in any training session. To be most effective, consider why people are taking training, what they want and how they want to receive it.

Goal motivated learners want to solve problems, pursue interests, accomplish clear-cut objectives and have the attitude of “use what you learn or don’t bother learning it.” Training must let them know why they are there and what will be accomplished.

Relationship motivated learners like the social interaction that training can offer and look forward to it for that reason. Training must allow discussion and be interactive to satisfy these people and breaking into small groups or even pairs works wonders.

Learning motivated learners love to learn anything new just for the sake of learning and can be the easiest to please. They are the inquisitive ones who want to know as much as possible about the topic. Handouts with supplemental resources they can go to on their own are always appreciated by this group.

Understanding how people learn is critical to incorporate into every program because some people are: visual learners, some audio, others are read/write learners and still others are kinesthetic or tactile. One size does not fit all and although 98 percent understand the importance of training and are willing to change, unless delivered in a way that motivates and is consistent with the way they learn, frustration and failure result.

What level of learning is your training program seeking? We didn’t master history in a single session. Bloom’s Taxonomy says that knowledge is the most basic level and entails the ability to observe and recall information, such as dates, events and places. The next level is understanding which gives the individual the ability to grasp meaning, interpret facts, infer causes and predict consequences. For example, based on the history of the Middle East…what is likely to happen next?

Application uses the information, methods, concepts and theories in new situations to solve challenges using the required skills of knowledge and understanding. Here is where we often have a knowing and doing gap. Far too many organizations fail to get their people to apply the training and bring about the necessary change.

The best solution to this short coming is to have participants establish “SMART Goals” and to inspect what is now expected. Have each participant write out a: Specific, simple, significant, or stretch goal. Ask them if it is: Measurable, meaningful and motivational for them. Do they consider the goal: Attainable, achievable and is it acceptable to them? Then be sure it is action oriented and agreed upon.

In order to enjoy success the goal must be: Realistic, reasonable and the person setting it must be responsible for the result, and agree that it’s relevant for them and that reaching it will be personally rewarding.

A goal without a deadline is only a dream and never brings action or application. To bring about change and to make a training program a success the goal must also be: Time-based, tangible and trackable.

When you and your organization follow these steps and ask yourself and your people the same questions, set SMART goals, and inspect what you expect the ROI on the your training budget will significantly increase. You and your organization will have narrowed your knowing and doing gap and enjoy a very significant competitive advantage.

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