Effective Training and Getting Results: Consider Needs, Approval, Psychology, Metrics and Followup
The biggest obstacle to effective training is actually as simple as clearing up a misconception: the training doesn’t solve the work problem, but the results of the training do. This reality further highlights just how important the before and after are.
There are, in short, no unimportant parts in the training process. But some are more consequential than others. All effective training will have results. And in this article, we’ll discuss ways to get them.
Effective Training That Gets Results
- Figuring out the needs and creating a goalpost in the right place
- Getting approval and buy-in from the C-suite who sign off on training programs
- Getting buy-in from the trainees
- Measuring all outcomes before, during and after the training programs
- Insisting on showing measurable, long-term changes in the relevant operations
Mapmaking: Effective Training for Results Means Setting Clear Goals and Training Objectives
“Setting clear objectives”—it’s one of those phrases we hear all the time in training, but what does it actually mean?
It’s about identifying a challenge and then the path to success.Take travel as an example: If we need to be in Chicago but aren’t there yet, that’s our problem. The solution? A plane that can take us from point A to point B. The objective? Travel X miles efficiently to reach our destination.
In training, the same principle applies. Without clear objectives, learners don’t know where they’re headed—or why. The key is to define measurable, actionable goals that guide them toward success.
It might sound elementary, but it’s an important foundational concept for training: the basic need is that something must change. More importantly, something needs to change to such a degree that normal business operations can’t or won’t resolve it.
Determining What Are the Simple, Objective Changes Needed: New, Improved or Both
Wilson Law Group points out an important and foundational distinction: a good question to start with is whether the training is meant to address the improvement of an existing company operation or the use of something new entirely. Sit down with the information available and determine which of these–it may be both–are in the mix.
Determine if the Company Is Trying to Meet Demands, Exceed Them, or Do Something New Entirely
Before designing a training program, it’s crucial to understand the company’s goals. Are they trying to meet current demands, exceed them, or expand into something entirely new?
Take an independent car repair shop specializing in oil changes. Does the owner want to increase efficiency by going from 40 oil changes a day to 50? Maybe they need 40 oil changes per day to stay profitable and require training to improve performance. Maybe they’re looking to expand their services, training mechanics in tire and brake repair to attract more customers.
During the development phase, consider whether trainees need to build entirely new skills or refine existing ones. The approach—and the way success is measured—will look different in each case.
Effective Training Means Numbers, Find Numbers
Either way, getting a number is a good place to start once the problem or change is identified. With the example above, if the owner wants more oil changes completed in a given day, they have a number. Further preparation will help them determine if it’s a reasonable number, but they have something to start with.
Whether the objective is to meet profitability or to exceed it, this is an example of numerical workplace improvement on an existing operation.
The number for introducing other basic car maintenance will be different than the previous example. The goal is to complete various maintenance tasks quickly and without error, but they have to learn those tasks first (or learn to adapt existing ones).
In this new skills example, a number might be how many shop hours of training are needed to get an average-skilled mechanic to change one set of tires, start-to-finish. In this case, a number/metric isn’t available before the start, but adequate preparation can help find it. That’s an example of how to numerically evaluate training effectiveness for true learning of a new skill.
Building on the Old and the New
- Most training programs are training for a new skill/technology or improving/accelerating an existing one. Some will incorporate both.
- Trainings focused on areas for improvement or acceleration will usually have some (but not all) metrics already.
- New technology or new skills training will have fewer training metrics at the start.
- To effectively plan for results-generating training, identify whether this is a new skill entirely, a needed improvement of an existing skill, or if it will use elements of both.
Getting Buy-In: Leadership Wants Employee Training to Target Business Goals
Training—whether planned or unplanned—can drive results, but successful programs require strategic planning and, most importantly, leadership approval. As essential and evidence-based as it is, the training usually won’t happen without approval.
Unless you’re the CEO or Chief People Officer, chances are you’ll need buy-in from key stakeholders before moving forward. At Roundtable Learning, we see this in nearly every client conversation. Early on, decision-makers need to know that training aligns with business objectives, delivers measurable impact, and justifies the investment. That’s why it’s crucial to anticipate the questions leadership will ask—and ensure your training strategy is built to answer them.
Get Clear Objectives Based on Business Goals and Company Culture
To that end, within a company’s leadership, a training’s desired outcome will always involve business objectives, and those objectives will always include profitability. Leadership’s desired outcome won’t ignore other features but will never ignore profitability.
When seeking approval, having a well-documented, evidence-based proposal that aligns with business goals is invaluable. Clear documentation, proposals, and filings are essential—but so is the ability to confidently pitch the training at a moment’s notice.
Here are some key tips to ensure you’re always ready to make your case.
Getting Leadership Approval for Training Needs–Optimizing Pitch Summary
- Have a summarized explanation that’s under 405 words (that’s the equivalent to three minutes of speech)
- Refer directly and specifically to at least two items in the company’s mission statement, showing how this training aligns
- Refer directly and specifically to at least one piece of data relevant to the economic impact of the training
- Refer directly and specifically to one universally reliable internal source of information at the company
- Refer directly and specifically to at least one data point or piece of information from a highly credible external source
- For technical skills, talk efficiency in operations; for soft skills, talk conversions
Read More: 4 Strategies To Get Buy-In For Training From Senior Leadership
Knowing Who Needs to Be Convinced that This Is Effective Training
Psychology for Effective Training: Engaging Employees In Meaningful Learning
Most employees aren’t starting from scratch—they’re already confident in their ability to do their job. So, what’s in it for them when it comes to training?
Just like leadership needs a clear business case for approving training, employees need a compelling reason to engage. The training must connect to their daily work, showing them how it makes their job easier, improves their skills, or opens doors for career growth.
To drive real participation, frame training as a tool for success—not just another requirement. When employees see the practical benefits for themselves, they’ll be more invested in learning and applying new skills.
A useful thought here is to consider two foundational principles of adult learning: 1) adults are internally motivated and 2) they learn to solve problems. To rev their internal motivation, focus on their priorities first and their interests second. Priorities provide internal motivation. Interests are essential, but they’re not necessarily priorities. Priorities are always priorities.
Read More: Top 4 Tips For Adult Learning Theory You Need To Know
Buy-In Is Essential
Consider those priorities for the people being trained. As much as possible, work directly to address these.
For example, Gen Alpha cashiers at a seasonal juice bar may see training as a way to build their resume. Highlighting certifications, like becoming proficient in a Square POS system, makes the learning relevant and worth their time. They’ll prioritize that training and make sacrifices to ensure they learn it.
In contrast, a medical practice where the median age is 40+ has employees with established careers. Their priorities will be different. Their priorities might be efficiency, patient outcomes, or compliance with industry regulations. Training should focus on streamlining their workflow, improving patient care, or enhancing job security through regulatory compliance.
Individualize as much as possible, but consider where employees see real value. How can the training translate itself to address those priorities?
Effective Training is Designed for the Motivation, Persistence and Long-Term Impact of Learners
Effective training doesn’t end when the last module is completed—it must sustain motivation and drive long-term behavior change. To do that, training should tap into internal motivation and align with what matters most to learners.
Retention and practice are key. Employees need to see how applying their new skills benefits them personally while directly contributing to business goals. Trainers should reinforce this connection at every stage—before, during, and after the training.
Sustainability isn’t just a buzzword here. Successful training ensures employees not only complete the program but continue to apply what they’ve learned, improving performance and driving measurable results for the organization.
Remember, the trainer will need to show–at every step–how that retention and practice contributes to business goals.
An Effective Training Timeline Must Include Accountability and Knowledge Retention
Training Timeline Elements to Keep in Mind
- Time constraints and time budgeting needed by T&D to execute follow-up
- Time constraints the employees may have regarding being evaluated
- For the higher-ups who signed off on the training, keep in mind their packed schedules. Be prepared to deliver the reporting to them in executive-summary-sized reports, emails, charts, etc.
Metrics and Data Collection Methods: Measuring Training and Development Programs for Employees
LinkedIn has a valuable summation of some academically established methods for the evaluation of training. It’s a deep dive and helpful resource on well-known practices in workplace training evaluation. Some key elements appear numerous times in these methods, and this section will mention a few of them.
A good definition of proving training effectiveness is showing the following:
Whether employees retain knowledge, apply new skills, and improve individual and business performance so as to meet established business goals, hopefully including those goals noted in the objectives for the given training programs.
Begin with the End in Mind: Key Performance Indicator Crafting Prompts (Show how this effective training leads to already known and promulgated company goals)
- What was actually learned?: objective conceptual criteria
- What do they believe they learned?: surveys, subjective criteria
- Was there a positive change in the individual’s work quality regarding the topic or purpose of the training: objective criteria or visibly, audibly, tactile observable criteria
- Was that change intended? Was it stated in the training plan as one of the goals?
- Does that change further the business goals referenced in the training plan?
- If not, does that change further the broader business goals stated by the business itself?
Another time-bound tip is measuring and evaluating during the training; even during and between modules. This is valuable to get an indicator for the course’s effectiveness. It can further allow the trainers to correct or make necessary adjustments to the training if any major, unintended challenges arise. Results ultimately come after the work, but there are a lot of opportunities to condition the training towards a certain outcome during the training.
Read More: The Top 3 KPIs to Measure the Success of Your XR Training Program
Demonstrable Change and the Need for Control Data Is Key for Effective Training
Getting the baseline is essential. What is the current state or current rate of the task or practice that needs improvement?
To gauge improvement, get the best possible data beforehand. As time allows, it’s better to have more than enough data and information to start with. It doesn’t all need to be used, but it’s good to have.
Having that data is useful because the things that will get measured may change depending on budget, time or related constraints. The development phase may uncover issues not anticipated. The more information you have upfront, the more flexibility you’ll have in selecting key metrics—especially as budget, time, or unforeseen challenges arise.
For new skills, baseline data may require external research, industry benchmarks, or time studies. While less precise, this foundational data helps set realistic goals and measure success.
Practical Considerations for Training Evaluation Methods
When designing evaluation methods, consider how the new task compares to existing skills. Is there a similar process employees already perform? If so, that analog can help in setting benchmarks and expectations.
For entirely new skills, gathering baseline data may require external research. Online resources often provide specific answers to “how” and “how long” questions, offering valuable insights for metric development.
A well-structured evaluation approach ensures training impact is measurable, helping organizations refine learning programs and drive continuous improvement.
Consider Expert Forums for Reliable Training Metrics
Finding solid baseline data isn’t always as simple as a quick search. Industry-specific forums and expert communities can be a goldmine for real-world insights.
While not every response will be reliable, look for patterns. When experienced professionals consistently give similar answers, that’s a strong sign you’re on the right track. After all, if the internet isn’t arguing about something, it’s probably solid information.
By leveraging these expert conversations, you can set meaningful training benchmarks that reflect real-world expectations—helping to ensure your training is both relevant and measurable.
A great one of these forums is Quora. Professionals from countless fields will give detailed answers to specific industry, business, enterprise, agency or other work-related questions that can help lay the groundwork for some KPIs. Active participants in these forums share their qualifications in their profile, which gives you extremely valuable context and can support the credibility of the answer.
Followup: Higher Employee Performance Comes from Long-Term Investment
Effective training doesn’t stop when the last module is finished. The real impact is measured over time, making follow-up just as important as the initial rollout.
A well-planned lead-up ensures learners are prepared, but results can only be proven after training is complete. Ongoing assessments, reinforcement activities, and performance tracking help confirm whether the training is making a lasting difference.
To drive real change, training needs more than a one-time event—it requires continuous support, measurement, and iteration to ensure long-term success.
Positive Results Require Transfer-Supportive Actions After the Fact
Studies in Continuing Education published a paper called (the title really is this long) Evidence-based Actions for Maximising Training Effectiveness in Corporate E-learning and Classroom Training. Of particular interest in the study was transfer-supportive actions. These are actions beyond the course content that communicate, ingrain and ensure the demonstrable use of what is being taught.
This study focused on two key objectives:
- Transfer-supportive actions are essential. The most critical factor in maximizing training effectiveness is incorporating strategies that help employees apply what they’ve learned on the job.
- Post-training support is often overlooked. While trainers effectively integrate transfer-supportive actions before and during training, they tend to neglect them after the program ends—when they’re needed most.
It makes sense. Unless we’re engineers or historians, we’ll forget high school knowledge like the Pythagorean theorem and the Monroe Doctrine. If people had to recite these things to get a driver’s license, those things would be remembered.
Overall, the point is to add to the employee’s knowledge and skill for good. That happens when knowledge and skills are tested long after the fact.
Proving Effective Training: Show and Tell
Surveys, written feedback and quizzes are helpful. At least one of them will be used for almost any training. But the best way, usually, to get solid proof of a training’s effectiveness is action.
For technical skills, measurement is often straightforward. But for soft skills like communication, proving effectiveness requires a different approach. One solution is structured feedback forms where employees can document real-world examples of improved interactions or decision-making.
Capturing and analyzing these qualitative insights ensures that even less tangible skills can be measured, tracked, and continuously improved.
Audio, Video or Image Proof of Knowledge Transfer
Forms are useful, but workplace software firm WhatFix proposed a great alternative: audio, video or photo proof/testimonials. Have trainees send video or audio memos using their phone or PC wherein they show or tell of specific, detailed instances of themselves using the training in their work. It’s much more efficient.
Review FOR EFFECTIVE TRAINING
Effective training is planned, sustainable, adaptive, and designed for the long term. It also speaks directly to the trainees as well as those signing off on the training. Here are the main points for review.
- Figure out the needs and set clear goals. Is it a new or existing skill? Is it a technical skill, a behavioral skill or a soft skill? How can it be measured? Has it been measured before by someone else?
- Strategically plan for approval of the training. Consult the company’s About Us page and mission statement and personalize the pitch to the approver’s personality and leadership style.
- Market the training directly, as personalized as possible, to the trainees. Appeal to their priorities first and interests second.
- Measure training’s effectiveness before, during and after. All three are necessary and all three will take both the employee’s and the trainer’s time, but it will pay off.
Follow through; design ways to collect evidence, then obtain and document it long after the final module. At all stages, double-check that evidence shows the training effectively aligns with and accomplishes company-specific business goals.
Roundtable Learning
Roundtable Learning is a full stack virtual and traditional skills and learning firm. Our award-winning programs and trainings literally chalked up millions of dollars in savings for clients and we’re interested in giving you industry-defining skills and learning programs. Contact us for a free discovery call today!
