Would a rational executive approve a major purchase if he or she knew it would have no impact whatsoever on profits? Training and development is a major corporate expense. It’s reasonable to ask, then, why would top management continue to invest in any assessment or training program that had no linkage to business results?

The central theme of the book High Impact Learning (2001) is this: if you want training to have a positive impact on business results, then invest only in training programs that correct performance shortfalls that negatively impact on business results. While we agree that the processes recommended by the authors are far more practical and effective than traditional ISD (instructional systems design) methodologies, the front-end analysis doesn’t have to be complicated.

We also recommend that you read chapter D1 of The Six Disciplines of Breakthrough Learning (2006), entitled “Define Outcomes in Business Terms,” which describes a simplified approach to training design.

Based on these sources, a logical chain of seven questions seems the most direct way to establish a “direct line-of-sight” from the desired business results to the training program:

• Which business results are not being met?
  
  
• Which work unit performances contribute to achieving these objectives?
  
  
• Which unit performance is falling short of expectations?
  
  
• Which areas of individual performance are contributing to this failure?
  
  
• Which individual performers aren’t measuring up in these areas?
  
  
• Are the performance shortfalls due to deficiencies in knowledge or skill?
  
  
• If so, what kind of training would best correct these deficiencies?

With regard to Question 6, Robert Mager (1997) points out that individual performance shortfalls do not necessarily mean that employees need training. They may already know how to do what they’re expected to do, but they may lack motivation or they may need more support from the organization to do their jobs.

These are relatively straightforward questions, and your organization may have a preferred method to obtain the answers. Once again, if the area of individual performance involves leadership, sales, service, team or interpersonal skills, the most effective way to get valid, quantified measurement of individual performance is 360-degree feedback; and 20/20 Insight is the most flexible, economical resource for this purpose.

For an immediate answer to any question about Train-to-Ingrain, email Meredith Bell, president of Performance Support Systems, or call: Toll-free: 1-800-488-6463, ext. 201 Toll phone: 757-873-3700, ext. 201 Fax: 757-873-3288