Are your training projects having an impact on pro.tability? If so, then you are in the minority

----------By Mike Joseph

In a recent survey, only half of the orga-nizations questioned confirmed having a process for measuring effectiveness. The same survey found that less than one-fifth of the companies believe the role of training is to improve pro.tability. And indeed, some respondents seemed completely confused about the purpose of training.

For example, although the majority felt that training should improve individual performance, the second largest group cited motivation as playing a key role. "If someone is demotivated, sending them on a course isn't going to help, says Morry Morgan, Co-founder of ClarkMorgan Corporate Training. "Although gaining new knowledge and skills are good for self-esteem, unless participants have the opportunity to use these skills, the long-term effect can be one of frustration, which can exacerbate the situation."

In fact, through recent consultations with HR Managers, Morgan has identi.ed that there is a growing trend that training demotivated employees is a costly business. Instead of inspiring loyalty to your organiza-tion, it is actually encouraging them to .nd new positions. The message is to select your training candidates carefully and make sure there are opportunities for them to use their new skills inside your organization.

The key, without a doubt, is to refocus training to re.ect that what people are learn-ing can be applied in the workplace. There must be an immediate transfer of skills learned in the classroom to improved work-place performance. Otherwise, students will lose enthusiasm for learning and managers will show less willingness to release their teams to attend these trainings.

Choose training companies carefully

Morgan recommends that organizations pay closer attention to the training pro-viders selected. As the Chinese economy continues its relentless growth, numerous training companies are jumping on the bandwagon looking to make a fast buck. One scan of the classi.eds shows that the choice of training vendor available in cities like Beijing and Shanghai is overwhelm- ing; however, unlimited choice can also mean varying degrees of quality. It's es-sential that you assess the provider prior to signing the contract, and any quality train-ing organization will be happy to provide a demonstration class, because they have total con.dence in their own service.

Furthermore, check for trainer quality; It's not enough to just accept that instruc-tors are native speakers . identify trainers that have experience that matches your industry, allowing them to deliver relevant and topical seminars backed up by their own anecdotal evidence. Moreover, an ef-fective trainer from the United States will not necessarily be successful in China. Training in China requires a whole new skills set, from understanding how local staff prefer to learn, to knowing what sub-jects Chinese are stimulated by and being aware of the cultural divide that exists between East and West.

How to assess and evaluate

Most companies here in the mainland have their training needs set by line managers, yet few of these managers then evaluate the effectiveness of the program delivered. There needs to be a much clearer process for managing and evaluating training which both HR and line managers can buy into.

One such method is to provide imme-diate post-course evaluation with further evaluation a few months later. Looking at areas such as whether people are working differently, and whether they would recom-mend the course.

Professional training providers are now introducing follow up days to their seminars. Morgan recommends that after 6 to 8 weeks the training consultant go back to the organization to review presentations, sit in on meetings and evaluate improved perfor-mance prior to the training event.