By Kim Kemp, CEO of Pure Innovation

Skills development and training is still high on the corporate agenda and today, in general, a lot of organisations invest quite heavily in the training of their employees.

However, whilst companies might have ticked all the boxes when it comes to training, the big issues are still about how do they ensure that what their employees have learned is applied in the workplace and importantly, will these skills show some longevity?

Making the choice to change

Experience has taught us that it boils down to the desire and will of the individual to apply what he or she has learnt - it's about a choice that must occur. And this is where change management comes into play, as you are not simply increasing knowledge and skill, but shifting individuals into an unknown or uncomfortable space, where they need to make a choice to do things differently.

Granted, the business environment and in particular the direct line relationship, affects the rate at which change occurs, but the way in which learning happens drives the process.

Focus on methods that not only increase knowledge but change thinking patterns and confidence levels to enhance the theory-to-application process.

Our experience has shown that a critical skill in the training process is the ability to move negative conditioning, at an individual level, into positive conditioning.

This changes the perspective of the individual and enables him or her to use the knowledge and tools in a new way. Approaching things differently changes the pattern; a new pattern and approach requires a new set of skills and tools.

By using the same concept an individual would use when he or she wants to stop smoking - by changing the entire way an individual does things - he or she can leverage good patterns and break bad ones.

Indeed, it is all about changing perspective; some individuals take much longer to see things differently, some never shift their perspective; however, an effective training process will be able to shift between 70 to 90% of people.

Changing the pattern

Using principles of change management process forms an integral part of ensuring that individuals don't fall back on their old routines and so-called comfort zones once back in the workplace.

It should form the centre of the learning methodology, preparing each wheel in the cog in a very simple and effective process - it's the concept of preparing people for when they fall, not assuming that they won't.

Managing learner confidence is fundamental to achieving the change. It's about creating an experience so when people fail in their application of new skills, it is about how they understand and see the learning process as an opportunity rather than a failure.

Integrating learning with business

The company itself needs to also show real commitment to the learning process. Embarking on a learning intervention cannot just be a tick-box process or a stand alone event.

Organisational commitment is evident when the manager has prepared for learners, and clear links between talent management, succession planning, performance management with a real focus on how to maximise the strengths of the individual to improve productivity. Organisations who understand this will reap the benefits of their training endeavours.

Ultimately, the concept of integrating talent management, training and change management to contribute to business objectives creates focus at every level and enables consistent messaging within the working environment.

It's about continuously aligning and integrating perspective to improve productive patterns within people and in business.

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