These are the paths for an assertive and objective analysis on the identification of tasks that impact the training KPIs. And more: the importance of understanding what employees should start (or stop) doing to achieve higher results.
In a recent podcast appearance, the ReFrame Learning CEO, Renato Gangoni, offered the tip of “breaking it down to tasks” when asked about the challenge of linking training to performance. “Thus, it will be much easier to understand which tasks are directly linked to the KPIs that we want to impact”, explained him. In this article, we will present the best way to do this.
The process of identifying each task (for each function within the company) can be arduous, taking many hours of work, but it is the basis for an accurate analysis of what is working and what needs to be worked on throughout the training. Only then it will be possible to link each action to the results obtained by the training and effectively measure the results.
The first step in this analysis lies in confronting the reality of the operation with what would be the company’s guideline for that function. That is: to take the list of roles and responsibilities (job description) for that position/function and understand if that is being translated into the reality of the organizational day-to-day. This is the origin of the so-called “skill gap” and it is advisable to link each of the tasks to the skills (Knowledge, Skills, and Attitudes) needed to perform them fully and satisfactorily.
Note that this data cross between what the strategic guideline dictates and what the work teams do in practice is repeated throughout the entire training planning process. This is what will tell us where the training focus should be. There is no point in trying to “address everything” – this is an inglorious and fruitless battle.
Successful training is assertive, meticulous, and highly optimized.
“Break into tasks” is that. The task is the smallest possible piece of action for the training worker. And when you improve how one task (or set of tasks) is done, you improve the whole. That’s always the goal.
What to do and what not to do
It may not seem like it at first glance, but equally important as defining what employees should start doing to change a given scenario and positively impact the KPIs is identifying what they should stop doing. But why is this so important?
To answer this question, it is worth mentioning a classic example of extreme action that can compromise the success of a company’s performance: salespeople who do not know when to stop selling. This is a pretty common situation and you’ve probably seen it happen. After having gone through the entire purchase cycle (knowledge, analysis, comparison, convincing, and decision) for a certain product, you are convinced of the purchase, but the seller continues trying to sell accessory products or services, talking about insurance and extended warranties, other plans that other customers tend to hire, etc. The seller simply does not know when to stop selling.
This generic but very real example illustrates how important it is to pay attention, throughout any training effort, to what the audience (employees) of the development program should stop doing in favor of the evolution of the KPIs as a whole and their enhancement.
Training is not just about acquiring new skills, but getting rid of some vices and quirks; good management of this process will ensure that this happens.
