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Most of the times the companies want to develop wrong skills in a person and send on wrong training. Not all the employees in the company want to study. Usually what I have seen that training is just an enjoyment for employees if there is not result oriented. Employees do not take it serious. Also companies do not invest on people, who can leave anytime.
Bad beliefs
Closed mind of participants are always a hinderance to effective training.
There may be a lot of reasons. the two may be :
1- poor outcome.
2- Management's mind set.
What hinders effective Training & Development?
Budgets – This is a “fact,” but it’s also a crutch. Ironically, companies want to have the best and brightest in their firms, but when the first economic squeeze hits, T&D budgets get chopped quickly. Maybe companies should look at these dollars as “investments” vs. “expenses!”
The culture of senior management – If you don’t have people leading the company who encourage, foster and believe in training and development of their employees, then there is no bigger wall to break through. This can influence the budget argument. It also shows if a company chooses to be limited and static vs. positioning itself to function strategically.
Lack of vision – This is so key that it could be its own Roundtable topic! HR is at the heart of this more often than not because we tend to train when we either are1) In trouble because we hit a compliance issue; or,2) we lack the creativity to develop and sustain these efforts. Having a clear vision would set the stage for a wildly successful movement within companies and should be a key component before implementing the next “flavor of the month best practice.”
Time and staffing – This strikes the same chord as “budget” does. If these components of a company are not valued, then there will always be a lack of time, funding and staffing assigned to T&D. There needs to be more of an argument in this area than ROI. There has been to sustainability, value and behavioral shifts which show tangible results.
Reactive vs. proactive – We all fall victim to this as a trend in HR. We tend to work from behind and are tentative to push ahead. With T&D we need to take a different stance because there is no reason to work from behind. Why is that a good business practice? If we’re always striving just to catch up, we’ll never make an impact on our businesses.
No perceived value – Yet another trap. HR gets mired in the CFO mindset to develop a massive ROI model in order to justify our “value” to the organization. However, it’s also a key factor for our employees who attend our efforts. If they don’t see that they can use what is taught, then that is a much more critical loss of value than any financial issues will ever generate.
It's nearly all about the organization's culture, in most companies the training is not yet viewed as an essential development resource although the governmental incentives encouraging training activities.
never know what should be improve to develop staff
if people come with pre notion that they dont need any training and they know everything then the whole purpose is defeated. Everyone should have good listening skills, patience and most of all mind & heart to learn by these training then it can be most effective and will bring results.
Training should be well planned should not be one way more interactive so people take part to get best results and outputs
Many workers want to be promoted but not so many want to study hard in training courses.
