How Do We Demonstrate to Managers the Link Between Training and Employee Development?

How Do We Demonstrate to Managers the Link Between Training and Employee Development?
	What are some techniques I could use to help line managers see the benefits of employee training and employee development? Our line managers don't seem to appreciate the relationship between these two elements. I am trying to revive interest in our existing learning & development curriculum, which has seen flagging enthusiasm from line managers.—Pressed for Solutions, publishing/communication/advertising, Boston
	Although this depends in part on the type of industry, a lack of line manager enthusiasm can be pretty common (especially today when they're deluged with requirements for greater output, efficiency and productivity). Line managers have to watch a scorecard because someone is always watching them, and they have quality and quantity measures to which they're held. So they need proof that the training is going to have a direct impact, and the best way to get line managers in any business involved in training is to first look at the numbers. Line managers are really interested in practical techniques that will help them meet their goals. Giving proof in numbers builds confidence that training is the right thing to do. Enthusiasm generally follows. Here are some techniques that can help: Compare baseline data at the beginning of the training project with how they're doing so far. How efficient and productive have the employees become? Review some of the daily metrics for the pre-training and post-training periods. In call centers, how has the frequency of first-call resolutions changed? Are salespeople getting a higher number of good quality leads and closing business quicker? Can employees in any industry connect with each other more easily to manage problems, resolve conflict and control emotions? Ask employees who have gone through the training to evaluate how they're applying the new behaviors using the Situation Action Result Impact (SARI) format: Give an example of a situation in which the training was applicable. What action did they take? What were the results for the work group who went through training? What was the impact on the people involved? Conduct this same SARI process with the line managers themselves, relative to situations in which they've observed employees, and then identify what has changed. Do employees understand expectations for their performance in terms of increased proficiency, effectiveness and consistency? Have they shown greater independence? Offer brief (15- to 30-minute) coaching reinforcement tools that managers can include as an agenda item in their regular connections with their employees, such as staff meetings or weekly calls. Sometimes in applying these, line managers realize employees are giving better answers, show more ownership of responsibilities and offer stronger, more creative ideas. Line managers should be involved throughout the employee-development initiative by modeling new behaviors, coaching employees and getting their feedback, reinforcing training and measuring results. Ultimately, the more connected line managers feel to the training, the more enthusiastic and supportive they'll be. SOURCE: Joyce Thompsen, executive consultant, AchieveGlobal , Tampa, Florida, April 10, 2006.