The Manager’s Role in the Success of Training
It is often said that the biggest killer of quality training is the environment the learner returns to; even more specifically, the Manager or Supervisor the learner returns to. Unfortunately, it is not uncommon for a manager to communicate an uncaring and unsupportive attitude toward the new program or initiative. This could be due to a number of reasons: they don’t understand the objectives of the program, they have no “buy-in”, they feel threatened by the new program, don’t like the new ideas, or simply don’t like change. Once an employee has attended a training program, and assuming that the participant has actually learned something and is willing and eager to apply their learning, the manager can be a key factor in the success or failure of the application of learning. So let’s define the four key roles of the manager in the application or transfer of learning:

• Role #1 Understanding and Buy-in


• Role #2 Assess Learner Readiness


• Role #3 Support and Modeling


• Role #4 Keep the Message Alive

The manager must understand the content and objectives of the program or initiative.
It is critical that there is an understanding of the objectives and anticipated behavioral changes of a new program or initiative. This means that it is necessary to really look into and evaluate the content and process of the program, not just the title and general concept.

For example: I am working with a client who is launching a new customer service quality initiative. The title of the program is “Going Beyond Customer Service – Creating Customer Loyalty”. The program consists of a full day training program for front line customer service representatives, as well as a monthly follow up reminder using a custom job aid to reinforce the ideas and concepts of quality service identified during the training, and a half day follow session 6 months to one year following the initial program launch.

Although customer service can be pretty straightforward, the specific approach, concepts and ideas presented during training to go beyond customer service and create customer loyalty will be unique to the organization and audience. When possible the managers should participate in the pre-program planning, attend a training session or at least preview the program content. Doing so will prepare them for the next steps in their role of supporting the behavioral change.

The manager must assess the readiness of the learner
Although this idea is not often discussed or even considered, the readiness of the learner can impact the success of not only their personal outcome in the transfer of learning, but the outcome of the team as well. Some readiness considerations include the current knowledge and skill level as well as the employee’s attitude toward not only the topic, but also to growth and development in general.

The manager must support (and even model) the behavioral change being sought
Support means more than talk. Once the manager understands the direction and process for the new initiative, the next step is to embrace the content being presented in the training launch. If they have given some thought to their own self-assessment of service quality, and how they create and measure customer loyalty they will be better able to reinforce the concept with their direct reports. Additionally, the manager can be a catalyst for progress towards quality service when it comes to effectively managing emotions in difficult situations, team and personal goal setting. And ultimately creating powerful customer connections!

Following a training session, participants are often excited about new ideas and inspired to make change, it is crucial that the managers and senior leaders are “on board” with the new quality service expectations and subsequent behavioral changes, as they will need to encourage and support employees during the transition.

The manager must “keep the message alive”.
Using job aids such as custom posters or wallet cards summarizing the new quality service ideas generated during the training program will reinforce the message and can be used in meetings or on office communication boards to create an environment of support and dialogue. It is best if the message is kept “fresh” by rotating and focusing on one key concept each month.

The role of the manager is crucial and not to be understated! As organizations launch new program initiatives, and seek to implement an effective evaluation process, full consideration must be made to fully incorporate the manager so as to ensure as much success as possible in the transfer of learning and resulting behavioral change.



Find out more about the Workplace Learning & Performance Group at http://www.wlpgroup.com/