This is an excerpt from our white paper, When Remembering Really Matters: Learning Strategies for Long-Term Retention. The white paper includes eight strategies to improve learning and remembering. Here is Part 1:
How confident are you that learners really remember what they learn from training delivered in your organization? When a week or a month has passed, how much of what they learned can they recall?
Some of you may respond by replying, “That’s not my priority,” which may be true. Sometimes the goal of training is not about changing learners’ knowledge or skill. Instead the goal is to verify that learners completed the training. Your organization needs to provide organizational proof of compliance or proof that they communicated information. In these instances, you may equate course completion with “ef- fective training.” The question of whether your learners will actually remember the content covered in the training a week or a month afterward is never asked.
THE COST OF NOT REMEMBERING
But what about times when remembering REALLY matters? Organizations typically have business challenges to address and growth goals to reach. Leaders frequently identify training as a required el- ement for meeting these challenges or driving growth, and organizations spend billions of dollars cre- ating and delivering these solutions. ASTD estimates that in 2012 organizations spent approximately 164.2 billion on employee training.
Is that money well spent, or is it wasted? Imagine that you are in charge of designing and imple- menting a learning solution that addresses one of the business problems on the next page. What would your solution look like?*
A thorough performance analysis pinpoints lack of skill and experience as one of the drivers of the unac- ceptably high turnover. How much money do you save the company if you can design mem- orable training…and how much do you cost the company if you design training that doesn’t work? (Answer: millions of dollars)
1) Patients select home therapy, complete the expensive train- ing for it, but opt out of the home therapy after only a few weeks. 2) The time to train a single patient takes too long. 3) Centers can only train one patient at a time on the therapy, which means only .65 patients per month get trained. They want to reduce the patient drop rate, cap the length of the training at four weeks, and double the number of patients trained in a month’s time. How do you redesign it to produce the required business result?
The sales and support teams are completely unfamiliar with the product offering, and the sector is new to them as well. To make things even more challenging, these teams support products across nine different product lines with new product releases rolling out approxi- mately every two months. How in the world do you get them to remember THIS product? What sales revenue is lost if you cannot produce training that is memorable to members of the sales and support teams?
Your agreement specifies that you provide them with a customer support specialist until they achieve competency in its use. Each week that your customer support tech spends in a lab is a week the tech isn’t available to assist with a new installation. You don’t want to hire more techs; you want to reduce the time each tech needs to spend with a customer AND you want your customers’ ramp-up time to be reduced. How do you redesign the training to achieve these results? What’s the cost of trainees not remembering here?
Because you have a large campus with more than a dozen different buildings, the safety pro- tocol is to dial an internal number to report an emergency rather than calling 911. What’s the cost here if those who witness the emergency do not remember what number to dial for help? This heart attack really happened at one of our client sites, and the individual who witnessed it DID know what to do because she had completed the safety training we created…and re- membered it. Would your employees remember yours? Would your training save a life?