Yesford is the first to admit that learning in business is not a matter of attending a seminar or sitting through a course. He insists that participants’ engagement is perhaps more significant a factor in how effective training is, than what is actually being learned.

“Research has shown that someone attending a class and learning things will retain some 30% of what has been learned within a year, if their engagement level is inadequate,” he explained. “It is imperative that people understand why they enter training sessions, and the practical benefits those sessions can offer them.”

Predictably, the on-going economic downturn impacting every aspect of economic activity has taken its toll on employer decisions and employee morale on a global scale. Cost-cutting, downsizing, strategy revisions and job-safety concerns commonly have an adverse impact on recognising training needs, and worker engagement towards the benefits of skill improvement.

“During this crisis, the orthodox response has been that the first thing to cut is training,” Yesford argued. “But the real question is this: would you cut performance during a crisis?”

Wilson Learning is a global leader in training solutions, typically serving hi-tech telecom, chemical and automotive industry clients, with nearly 50 years of experience under its belt and on-the-ground presence in 60 countries. As of last month, its website had been visited by people from 160 countries. Yesford’s 28 years with the company taught him that in determining training needs, as with most other things, context is king.

“Determining a learning strategy for a given organisation will depend largely on the challenges it wants to address,” he explained. “The question is always ‘what are you trying to achieve?’ Before coming up with a solution, you need to locate the problem.”

But in any case, Yesford feels that in the current economic environment, learning is one of the most effective tools towards improving performance, boosting morale and enhancing employee engagement. But while these are valuable commodities in the short-term, Yesford argues they are invaluable in the long run.

“More people will choose to leave their employment after the crisis because of the way they were treated during it,” he predicted. With a smile, Yesford recalled a question he was asked that led him to ponder the issue of crisis-response.

“I had been asked to look back at the onset of the financial crisis and say what I would have advised managers tohave done differently,” he said. “It’s a brilliant question, and my response is this: I would advise them to do three things.

Firstly, manage change for themselves, remove the blinders that we all slowly put up for ourselves as we grow into an organisation – understand what the change means for them and their constituents, and explain it clearly and honestly.

Secondly, work on engaging your constituents – state where the organisation wants to go, explain their role in the process, pay attention to the feedback, and offer support and recognition.

And lastly, maintain realistic optimism – things may be bad, but make sure you are all working towards the best possible outcome.”

Source: Cyprus Mail