Training at Work Isn’t Enough: Here’s What Really Matters

Effective Training is About Behaviour Change, Not Attendance

If someone attends a training course and returns to do exactly what they did before, was that money well spent? Was it effective training—or just awareness?

I’d argue it’s a “No.”

Simply making people aware of new tech, compliance requirements, or methods is awareness, not training. True training shifts behaviours—it helps people do something differently, better, faster, or more effectively.

Managers Should Lead, HR Should Support

Too often, HR or People teams take full responsibility for training under the mantra of “Train our people.” Learning metrics are measured by attendance, not results.

While investment in training is a positive, it only counts if it’s relevant, needed, and effective at changing behaviour.

Managers, who know their people, strengths, weaknesses, and future needs, should guide training. HR brings resources, platforms, budgets, and expertise. Together, they can build training that works.

Common Problem: Generic Training

In most organisations:

Managers aren’t consulted about what training is needed.
Training is often generic, even repeated courses that have already failed to shift behaviour.
Time, energy, and money are wasted.

Managers know their people and their teams’ challenges. They should direct training to meet real needs, supported by HR.

6 Ideas for Effective Training

1. On-the-Job Training

On-the-job training is the most effective. Learning from experienced colleagues:

Encourages mentoring, coaching, and role modelling
Mitigates single points of failure
Supports succession planning
Allows real-time application of knowledge

It’s hands-on, context-driven, and far more effective than generic classroom sessions.

2. Tailored Coaching Plans

Every individual should have a coaching plan:

Guided by managers, based on observed strengths, weaknesses, behaviours and business needs
Includes on-the-job practice, mentoring, books, webinars, and courses
Reviewed regularly in one-to-ones

Generic, off-the-shelf courses rarely shift behaviour. Coaching plans ensure training is relevant and actionable.

3. Pull Training Only That Solves Real Problems

Managers should request training based on team needs. HR teams often operate with “train our people” mandates, measuring attendance rather than behavioural impact.

Effective training requires:

Manager input on needs
Individual engagement
HR resources for execution
Behaviour change as the key metric

4. Collaborate with HR

Work closely with HR to ensure training quality and relevance:

Challenge courses that don’t solve real problems
Align training with strategic goals
Build a positive working relationship for continuous improvement

HR provides expertise and scale; managers provide context and direction.

5. Combine Information and Task Acquisition

True learning requires two learning approaches:

Information Acquisition: Courses, books, videos, or webinars
Task Acquisition: Hands-on practice in real work contexts

Learning happens when knowledge is applied in day-to-day activities. Reading alone rarely shifts behaviour.

6. Managers Must Stay Engaged

Training isn’t a one-off event. Managers must:

Observe behaviour changes
Reinforce training outcomes
Adjust coaching plans as needed
Provide ongoing support, mentoring, and resources

Behavioural change is the ultimate measure of training effectiveness.

Bringing It All Together

Start with on-the-job training
Build tailored coaching plans for every individual
Select training that addresses real problems
Collaborate with HR to ensure quality and support
Ensure training combines learning with real application
Stay engaged to reinforce and measure behaviour change

Effective training isn’t about attendance or completing courses—it’s about changing behaviours and enabling people to perform better.

Reference:
Deming, W.E. (n.d.). Institute Training on the Job. The W. Edwards Deming Institute.