Published on Wednesday, Feb 13, 2008
Learn and work is the new motto for success!
In the corporate world, workforce training is touted as the answer to almost all organisational evils. When employees know what to do and how, they can easily meet business challenges, adapt to change and tap new opportunities as they emerge.
Thereby effective training initiatives nimbly spin a motivated and committed team that boosts competitive advantage and determines long-term company health.
While advanced training techniques and resources are emerging, companies are still perplexed by the divergent perspectives of performance-based vs. content-based training. And, with poor training programmes triggering costly losses, the necessity to make the right choice is paramount.
In the corporate world, workforce training is touted as the answer to almost all organisational evils. When employees know what to do and how, they can easily meet business challenges, adapt to change and tap new opportunities as they emerge.
Thereby effective training initiatives nimbly spin a motivated and committed team that boosts competitive advantage and determines long-term company health.
While advanced training techniques and resources are emerging, companies are still perplexed by the divergent perspectives of performance-based vs. content-based training. And, with poor training programmes triggering costly losses, the necessity to make the right choice is paramount.
What’s what
Content-based training is a time-honoured approach that concentrates on cultivating job skills with an unwavering focus on long-term employee development. It focuses on the big picture and fills gaps in knowledge by delving into intellectually complex subjects like leadership, problem solving, communication and ethics. In other words, this teaches more about the job, not just how to do it.In contrast, the performance-based training concept is more aligned with industry best practices as it centres on the tasks that employees have to perform. The spotlight is on teaching how to perform specific tasks based on what employees should be able to do and how well they can do the same.
Broadly speaking, content-based formats emerge as the better option when creativity is called for or where no clearly defined procedures exist. Like, when it comes to managing performance or developing interpersonal skills, such training equips the learner with the ability to act/decide off the cuff.
But, generally there is a lack of definite parameters, and the broad-spectrum definitions do not lend themselves well for training requirements. Analysts decry that this ‘superficial’ methodology does not delve into what is actually needed to get the job done. Like one user aptly puts it, “Learning a job through content-based training is like trying to learn how to drive a car by reading the manual — or in the worst courses, just the parts list. It usually leads to training that tells everything about a product except actually how to use it!”
On the other hand, the ‘learn by doing’ premise of performance-based training has emerged as the industry standard as it is all about practice. This task-specific ‘customised’ approach focuses on narrower tasks like how to sell a product, assist customers, build processes, complete specific forms, check for defects and so on. By focussing on the behaviours and level of performance necessary to complete specific tasks, it provides learners with practice and immediate feedback on the skills required to perform a job to meet management expectations.
Content-based training is a time-honoured approach that concentrates on cultivating job skills with an unwavering focus on long-term employee development. It focuses on the big picture and fills gaps in knowledge by delving into intellectually complex subjects like leadership, problem solving, communication and ethics. In other words, this teaches more about the job, not just how to do it.In contrast, the performance-based training concept is more aligned with industry best practices as it centres on the tasks that employees have to perform. The spotlight is on teaching how to perform specific tasks based on what employees should be able to do and how well they can do the same.
Broadly speaking, content-based formats emerge as the better option when creativity is called for or where no clearly defined procedures exist. Like, when it comes to managing performance or developing interpersonal skills, such training equips the learner with the ability to act/decide off the cuff.
But, generally there is a lack of definite parameters, and the broad-spectrum definitions do not lend themselves well for training requirements. Analysts decry that this ‘superficial’ methodology does not delve into what is actually needed to get the job done. Like one user aptly puts it, “Learning a job through content-based training is like trying to learn how to drive a car by reading the manual — or in the worst courses, just the parts list. It usually leads to training that tells everything about a product except actually how to use it!”
On the other hand, the ‘learn by doing’ premise of performance-based training has emerged as the industry standard as it is all about practice. This task-specific ‘customised’ approach focuses on narrower tasks like how to sell a product, assist customers, build processes, complete specific forms, check for defects and so on. By focussing on the behaviours and level of performance necessary to complete specific tasks, it provides learners with practice and immediate feedback on the skills required to perform a job to meet management expectations.
Blended learning
As managers prepare to roll out training programmes, they are caught in the middle over which perspective will yield best results and greatest return of investment.
Before choosing any approach it is prudent to conduct a comprehensive needs analysis to precisely define organisational training needs and the requisite outcomes thereof. As trainer and consultant, Richard Galbreath exhorts, “Without carefully examining your needs, you get training only for the sake of training, or programmes that don’t fully prepare your employees or your organisation for an ever-changing future!”
Therefore, preparing a well-thought out list of specific competencies/skills needed will function as a blueprint for getting the results you want. This in turn calls for a thorough job analysis to truly understand work requirements like knowledge, skills, abilities, goals and other ideal job benchmarks. Comparing these pre-requisites vis-a-vis actual performance will shed light on both current and future job requirements in view of an individual’s ability to perform. In fact, this analysis also enables content-based programmes to become more specific and targeted.
Now it is a question of planning an approach that matches the needs with an appropriate type of training, thus effectively preparing the staff for all types of challenges. Experts opine that integrating both training methodologies will not only help meet the needs of diverse learners, but also develop better competencies and intellectual flexibility apposite to the outcome needed. As employees learn to perform specific tasks applicable to today’s job, along with the intellectual information for future development, overall training effectiveness rises manifold delivering real value for both time and money spent.
As managers prepare to roll out training programmes, they are caught in the middle over which perspective will yield best results and greatest return of investment.
Before choosing any approach it is prudent to conduct a comprehensive needs analysis to precisely define organisational training needs and the requisite outcomes thereof. As trainer and consultant, Richard Galbreath exhorts, “Without carefully examining your needs, you get training only for the sake of training, or programmes that don’t fully prepare your employees or your organisation for an ever-changing future!”
Therefore, preparing a well-thought out list of specific competencies/skills needed will function as a blueprint for getting the results you want. This in turn calls for a thorough job analysis to truly understand work requirements like knowledge, skills, abilities, goals and other ideal job benchmarks. Comparing these pre-requisites vis-a-vis actual performance will shed light on both current and future job requirements in view of an individual’s ability to perform. In fact, this analysis also enables content-based programmes to become more specific and targeted.
Now it is a question of planning an approach that matches the needs with an appropriate type of training, thus effectively preparing the staff for all types of challenges. Experts opine that integrating both training methodologies will not only help meet the needs of diverse learners, but also develop better competencies and intellectual flexibility apposite to the outcome needed. As employees learn to perform specific tasks applicable to today’s job, along with the intellectual information for future development, overall training effectiveness rises manifold delivering real value for both time and money spent.
PAYAL CHANANIA
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