You've set up your evaluation process for the training activities you've planned to deliver for the year which you've identified through a thorough training needs analysis - huge success! You commence the delivery of your plan, and know what metrics you've aligned your learning to demonstrate ROI (return on investment). The training is delivered, and you've had some reactionary feedback from your participants...3 months later you send out evaluation forms for the participants and their managers to complete - you want to collect data on what's changed and how things have improved. You send a follow up email a week later, a quick nudge to remind them to have their conversation and return the completed form, you send another reminder...and then accept defeat, you know it's not going to happen. How often has this happened for you?
It's the challenge you face in engaging managers in the long term process of learning and training. I've experiences this myself, and even when annual performance and development reviews come round, I remember so vividly the eye rolling. It's almost like it's a surprise that is thrown at managers every year.
What do you do? What are your options? What would it look like if it just all happened, 'business as usual', it's 'in the diary' and there's no chasing?
Now, before I continue I will add a disclaimer. Many a manager will profess and certainly demonstrate their care about their employees development. Of course, as managers, you want your people to have success, what possible benefit could come from not wanting this?
The challenge that I'm focussing on her is with regards to the process. Like all other business functions, without data ("proof") that our investments are adding value to the business, our budgets get cut - year after year.
So what? You know this already, right. Humour me for a moment (it'll be worth it). Successful organisations are sustained through solid purposeful processes and systems - not simply this is how you answer the phone, but this is why you answer the phone in this way.
What I'm getting at here is creating the purpose around your processes, it's easy to tell someone how, but really connected to a why for each manager - their 'WIIFM' - will undoubtedly give you some impact.
Be your best,
Bhavna
