Ensuring Results and Improved Performance from Training

If you want improved performance from training and tangible results from dollars invested, there is a strong case to be made for providing comprehensive coaching before, during and after significant training or learning programs that you send your executives to.

The Problem

The annual survey of the American Society for Training and Development estimated that the money spent on training in 2007 in United States, (the last year compiled) was $ 58.5 Billion dollars. Some estimate that when all other related costs are included (travel, salaries, reimbursements etc.) the final tally comes in at about $129 billion. Projections for 2009 spending are up closer to $400 billion.

The big question is, does the training translate into improved performance for the individual and the organization?

Apparently best estimates on getting actual business results from training lie in the 10% to 20% range. ASTD themselves cited several authorities who felt “no more than 10 percent of those dollars result in improved performance. ” So while there is a lot of training, it seems there is very little actual learning and development. Improved performance, learning, development, results - isn't that the reason for training?

The Implications

This means that 80% to 90% of participants fail to apply and implement anything of value whatsoever that will improve themselves or their organization. Literally over the course of a few days, weeks at most, what they heard is forgotten. Post training decay sets in quickly. They attend the training but it produces no concrete results.

Training is not only about adding more knowledge. It is about investing that learning back into the organization in a tangible way that produces positive and measurable results. Improved performance from training may be measured in dollars or in conditions or lives improved. The point is there is some visible return over time.

Learning needs to be tied to outcomes. Generally participants are not sent to gain knowledge by itself. They are sent to learn, bring back and apply that knowledge in tangible ways.

The Case for Coaching

Coaching preserves the learning that comes from training, attaches it to other key on the job learning factors and multiplies the benefit to the individual and the organization.

A 2006 article by Jay Cross in Chief Learning Officer noted,

• According to Tom Gilbert and Peter Dean, training only accounts for 10.5 percent of the total potential change in worker behavior. Clarity of objectives, working conditions and other factors are more important.

• According to the Institute for Research on Learning, at most, formal training only accounts for 20 percent of how people learn their jobs. Most workers learn their jobs from observing others, asking questions, trial and error, calling the help desk and other unscheduled, largely independent activities.

Clarifying objectives, maximizing observation of others, questioning and drawing learning from a leader's trial and error are the territory of executive coaches. When these powerful experiential factors are coupled with formal training programs the synergy can create powerful performance improvement.

Justifying the Expenditure

The cost of pre, mid and post training coaching is minimal compared to the benefit of having learning and improved performance transferred back into the workplace. The prospect of spending the training dollars and having no return at all is irresponsible.

Improved performance from training and learning being brought back into the organization is the goal. All training dollars should be allocated with the goal in mind.

Call us to discuss coaching customized to your unique requirements. Phone our office at 705.687.2711 or email us.


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