First, it is critical to recognize that training is a tactic in support of the business development process. Training can be perceived as just an isolated activity or event that has limited value if it is not integrated into the management thinking process. This development process, on the other hand, incorporates training as a key activity in delivering higher performing people. But the development process utilizes other key activities. Needs analysis, setting expectations, and especially application or action planning are also important training elements in order to ensure that learning translates into value-adding practices or behaviors on the job. The best training in the world does not provide an adequate return of investment if the participants do not intentionally put into practice what has been learned.

So training, when integrated with other activities, can have significant impact on building competence…and seeing results. The challenge for most organizations is gaining the discipline to actually integrate these other activities. While it sounds pretty basic, what's the big deal? The trouble is, as we have all experienced, work gets in the way. Job responsibilities and the daily fires that have to be addressed can end up putting new application plans on the back-burner. How can this reality be effectively controlled?

First and foremost, make development a priority. Employees must believe developing higher competence is important. Personal accountability for personal growth has to be fostered by the leadership of an organization. That can start by simply having the employee attending a training session identify specific objectives he or she wants to accomplish. In addition, spending few minutes meeting with the individual afterwards to talk about the experience opens the door to set additional expectations, including developing a plan to apply what has been learned. Both take time !

In addition to these fundamental practices, there are other things that can be done to help. Integrating application activities into regular work that has to be done can help avoid the perception that additional “work” is being added to one's plate. We need to help employees understand our goal is not to do a lot of new activities; it is to do what we are already doing differently…and better. Application should often be either changing the activities or changing the behaviors (or mindset) we have been using to accomplish our responsibilities. It is not about more work as much as it is about different work. In relationship to that, encourage the employee to focus on one priority and really commit to do it right. Success breeds success. It is more productive to have a success and come back and define another opportunity than it is to try to identify too much and do nothing well because it is all too daunting.

So when training appears to conflict with work, it's important to shift focus from training to development, putting into practice the means to bring the two together.

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