The effectiveness of training programs in the professional development realm literally determines the difference between empowered and engaged employees and those who are disinterested. Reflecting on my own experiences in good and not-so-good training sessions has enabled me to identify key things that influence effectiveness. The most valuable training session is one that emphasizes a strength-based approach to leadership, which seems to go against all conventional wisdom that normally places emphasis on weaknesses. This particular session drew significant insights from the book “First, Break All the Rules” by Marcus Buckingham and Curt Coffman. It was important to get the participants to look inside themselves, identify their unique talents, and use them for professional growth. By promoting working relationships and providing tips on how to capitalize on one’s strengths, the training established an empowering environment for participants’ success. According to Buckingham and Coffman’s (2016), individuals embrace this practice as it fuels their inspiration and motivation, leading to a deep connection. On the other hand, the one that was less impressive was the mandatory compliance workshop on data privacy regulations.
Though the topic was important, the session was not interesting at all and did not relate to our daily roles. The material was boring and monotonously narrated without creating any attention that could help somebody learn something worthwhile. This speaks in tandem with assertions in the article regarding successful onboarding, which evidently amounts to the idea that one has to be socialized and accepted by the management in order to be successful in matters regarding the employee. In stark contrast, the strengths-based training, the critical elements that were needed for the compliance workshop, and the engagement and learning of individuals were woefully underrepresented. In short, the performance of training programs will depend on a few critical factors: the relevancy of the program to the job, the level of engagement of participants, and managerial support. According to Hira (2007), Training programs relevant to the job with high engagement levels and managerial support are effective. An organization, by adopting innovative ways based on individual strengths, can channel its training initiatives in ways of heightened employee engagement, higher retention, and organizational success, finally.
References
Harter, J., Buckingham, M., & Gallup Organization. (2016). First, break all the rules: what the world’s greatest managers do differently. Gallup Press.
The making of a UPS driver – November 12, 2007. (2014). Cnn.com. https://money.cnn.com/magazines/fortune/fortune_archive/2007/11/12/101008310/
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