Training Industry Magazine - Winter 2014 - (Page 53)

BEHAVIOR ∆ CHANGE THE L E A R N I N G S H I F T: FROM E V E N T TO P R O C E S S - ANNE DRANITSARIS, PH.D. AND HEATHER DRANITSARIS-HILLIARD Organizations are compelled to look to new training methodologies when current approaches are failing to meet their objectives or when looking to make training more efficient and cost effective. And, while advances in technology have led to a greater use of self-directed or self-paced training, the way people learn, change behavior and incorporate new learnings into job performance remains the same. Training Industry estimates that U.S. employers spend about $135 billion each year on employee training. And, despite employees having training in record numbers, this report indicates that the billions of dollars spent on training, does not always improve workplace performance. Oftentimes, the skills taught do not transfer to the actual job, and employee behavior does not change. When employees fail to apply what they were meant to learn, organizational leaders seek new types of training rather than exploring what isn't working with current methodologies. LEARNING PROCESS VS. TRAINING EVENT Our research shows that those responsible for staff training typically spend more time selecting appropriate training content than thinking about the learning process in its entirety. It is a common misunderstanding that training content itself is most important; therefore, training approaches tend to focus on skills and behavior instead of what drives behavior and what employees need and feel during the learning process. The underlying belief seems to be that learning is solely a cognitive activity and not an ongoing process that is greatly influenced by the employee's emotions and personality. Trainers end up creating training events versus a learning process that engages employees, creates behavior change and increases receptivity to learning. Integrating training with the organization's performance management process is rapidly gaining in popularity because it sets employees up to change their behavior in the context of their work. It also uses the important relationship between manager and employee to facilitate learning and behavioral change. This shifts the training approach from an event to a process. As learning, behavioral change and employee engagement are fueled by emotions, the role of the manager is critical to a positive outcome. In this type of learning process, the manager considers the employee's personality, emotional needs and learning style in order for performance to improve. Using knowledge based on recent breakthroughs in the biology of relational learning, this approach incorporates what needs to happen physiologically during the learning process so programs are developed that enhance retention of training content and engage employees emotionally. INTEGRATING TRAINING INTO THE ORGANIZATIONAL CONTEXT When training is linked to an organization's performance management process, it allows managers to understand and address the emotional needs of their employees. Considering what people need in order to TRAINING INDUSTRY MAGAZINE - WINTER2014 I WWW.TRAININGINDUSTRY.COM/MAGAZINE feel competent, supported and valued as people, enables managers to better relate to and lead employees - and to better understand their own work-related behaviors and emotions as well. IT IS TIME FOR US TO RETHINK OUR TRAINING APPROACH. At the end of the day, training is a very personal activity. A relational, performancebased approach to training allows employees to engage in the experience of learning. This approach is not something that is done to employees or something they have to do. Training processes are instead cognitive, relational and emotional experiences that make work-life exciting, energizing and stimulating to everyone involved. Relational learning processes literally change the brain. Scientists are now able to "see" what goes on inside the brain when people are engaged in learning. This means it is time for us to rethink our training approach from events to processes and take a fresh look at what is actually required for this change to occur. Anne Dranitsaris, Ph.D., & Heather DranitsarisHilliard are leading experts in personality and behavioral change. They are the creators of the Striving Styles® Personality System, and authors of "Who Are You Meant To Be?" Email Anne and Heather. 53

Table of Contents for the Digital Edition of Training Industry Magazine - Winter 2014

Tracking Trends
Table of Contents
Guest Editor: Meeting Today's Learning Consumers Where They Are
Facilitating Change
How Smart Leaders Squash Employee Entitlement
The Reskilling of Design
Responsive Design and Learning Solutions
Women, Leadership and Emotional Intelligence
Key Trends for 2014: Shifting to Business-Centric Learning
The Promise of Badges for Learning and Development
The Business Leader's Bottom Line: Aligning Learning with Organizational Needs
Raising the Bar: The Impact of Sales Training on Effective Customer Engagement
The Language of Measurement: When to Assess, Evalutate and Test
Casebook: Combined Insurance: Ensuring Efficient Sales Training via Mobile Learning
The Challenge of Workplace Re-entry After Training
The Learning Shift: From Event to Process
What's Online
Company News

Training Industry Magazine - Winter 2014