Why training is not learning

Is this a harsh truth or just an exaggeration?

Many supervisors fool themselves when they send their employees to trainings and believe that is enough. They think that simply selecting a course completes their leadership duty.

Moreover, I have met many employees who are convinced that attending around two external trainings per year is—or should be—the standard. Regardless of the actual need: two trainings. And if Colleague X got two, I should also have the right to enjoy two.

Then there are those who take whatever is paid for. This is related to a taker mentality: I will take whatever I can get, or whatever someone else—in this case, the employer—is paying for.

I have watched employees swiping through training offers, not even knowing what to pick. They don't know what they personally want or need. Sometimes, they check which location is furthest from their hometown, which venue is the most attractive, or how they can turn the training into a team vacation.

How many trainings have I observed, or even organized, where employees openly told me that they only attended because their supervisor told them to? That they were forced to attend?

Do you really believe that these examples lead to the desired outcome?

What is the desired outcome?

If you, as a manager, just want to tick a box, or if you, as an employee, just want another certificate for your CV—well, okay. Then you are fine.

But in most cases, I would argue that the desired outcome is learning and growing. Improving. Understanding.

And in those cases, the examples above don’t work. Generally speaking, they will not lead to the desired outcome. (Of course, sometimes attendees are positively surprised and learn unexpectedly, but we shouldn't rely on luck.)

Here are some points to reflect on before going—or sending someone—to a training:

• What is the desired outcome? What do you really want to learn? For example: "I want my employee to learn..." Get as specific as possible for the sake of clarity. The actual outcome might only reflect 80% of what you aimed for (especially in cost-effective group trainings), but you need a target.

• Explain the intention and make sure your employee understands the purpose. It is much easier to learn something new if you understand the benefit and why you will need the knowledge later. (Avoid saying, "You are obliged to attend—it is corporate policy." There is always a deeper reason; explain it.)

• Don't obsess over the classroom. Have you ever heard of the 70-20-10 model? It suggests that only 10% of learning comes from formal courses. A massive 70% comes from doing the job (tough assignments, challenges) and 20% comes from other people (mentoring, feedback). Why do we spend 100% of our energy and budget on just the 10% slice? Stop ignoring the other 90%.

• There are often several ways of learning something new. While some degrees require formal external training, for most topics you should consider the most appropriate channel (internal trainings, on-the-job mentoring, books, essays, conferences, e-learning, YouTube, podcasts, etc.).

• Not every medium fits every individual equally. Choose and reflect wisely. Experiment if time and money allow.

• The more channels and trainers you use on a certain topic, the more diverse your learning will be—and the deeper it will sink into your brain.

• You can spend a great amount of money on training, or nothing but your time. Never use a low or zero budget as an excuse for not learning.

• If you really want to learn or understand something, you will find a way. If not, you will find an excuse.

The most important basis is always that you want to learn. Not just that you think you should learn X, Y, or Z, but that you are intrinsically motivated. The rest will follow without effort.