Measuring Training Performance

Can 100% training compliance actually mean an organization is not really committed to training?

Let's looks at the metric. Training compliance measures the % of training requirements that the individual has met. So, if I have 5 training requirement for my current job and 4 are current (or unexpired) my score is 80%. Ideally, I want 100% compliance. Therefore, the smaller I can make the list of required training the easier it will be for me to reach a score of 100%. In other words, training compliance by itself doesn't really provide insight into an organization's commitment to training.

We train people for two reasons. First, to ensure they are qualified to do the job they have been hired to do. By qualified, we mean both competent and committed. Commitment is sometimes overlooked as a component of qualifications but if the individual has not accepted the responsibility to perform well, then they will be unable to translate their competence into actual performance.

Second, in order to grow and improve the company, we train people for future positions, to work with new products, to implement new processes etc. If we are actively looking to development the capabilities of the company, the natural follow-up action is to expand the list of training requirements in an individual's development plan. But as you expand the list of qualifications, the complexity of meeting a training compliance target increases, the requirements don't get listed and then the additional, beneficial training does not get done.

Next week, I'll post about an approach focused on proficiency training, which is a combination of critical requirements (the minimum you need for compliance) and growth requirements (those you need to help grow and improve the company).

For now, I'll end with a little story. I remember when I was doing the first performance review with one of my service team members who had been with the company for about ten years. At the end, I told her how much I appreciated her work and asked her what she was interested in learning to grow her potential. Instead of giving me a course or goal, she gave me an answer I won't forget. She said it was nice to have someone say she had potential. I was stunned. How could someone not think they had potential for growth and development? If the organization just focuses on meeting the minimum requirements to comply with today's performance requirements, then that's the message people will take to their work.