6 Problems L&D Can't "Out-train"

Only 10-15% of organizational problems can be solved with a training or learning solution (per Joe Willmore in his book, Performance Basics).

Training and learning experiences can only solve problems related to a lack of knowledge or skill. Often stakeholders perceive that the problem is a lack of knowledge, when this couldn't be further from the truth. Stakeholders are generally too close to the issues at hand, have other things to worry about, and often don't have time (or expertise) to dedicate to a root cause analysis. So, training seems like an easy button solution.

But, if it doesn't solve the problem, even the most fantastic, engaging, wonderful learning experience is a waste of time and resources for everyone.

Sometimes the best way for L&D to add value is by saying, "No" to a request for training that won't solve the problem and suggest alternatives.

Here are six specific organizational performance problems L&D cannot "out-train," no matter how awesome we are at design and delivery.

1). A manager who will not give feedback or provide coaching. Yes, we can train managers how to conduct these activities. But I have been involved in too many discussions where this is not the case. Instead, the request for training is a workaround for those reporting to this leader who aren't getting the leadership they need from that person. Training can't replace a manager who will not have these conversations with their team members.

2) Misaligned or unclear expectations. Training cannot solve for leaders who are not aligned or clear on expectations for success. I once had a request for a multi-day boot camp style training for an entire team. The requestors, multiple leaders of the same department, gave the reason as a need to improve several skills. Within a few minutes of asking probing questions, it was clear that these leaders were not aligned on how the job of their direct reports should be done. Some believed they should be subject matter experts who dove deep to solve customer issues, and some believed they should simply facilitate problem solving by reaching out to other experts in the company. Those two different expectations meant that team members didn't know how to be successful. The requested skills training wouldn't solve that problem. They needed to clarify expectations first.

3). Misaligned rewards systems. If team members are being rewarded, through bonuses, incentives, or other perks, for doing certain tasks and not others, training won't fix their motivation. I once had a request to train team members on an additional but needed task. Leadership believed team members didn't know how to do the work. Upon further evaluation, the incentives to do the additional task were nonexistent, but, for other tasks they were robust. Team members (hourly employees) taking on this additional task would have made less money doing that work. No amount of training would not have solved this problem.

4). Clunky technology, workflow and/or processes. Training can't solve for a technical system, workflow, or team process that is clunky or not working. One requestor asked me for training on a software system to improve the efficiency of team member work. After digging in, I found a very clunky system requiring multiple clicks and manual processes to complete required daily tasks. Training wouldn't make that any faster, it was due to system design. The suggestion was to work with developers to automate reporting and tasks instead of provide training.

5). Inadequate access to needed resources. If team members are unable to easily access needed resources, no amount of training will help. For example, one team requested customer service training, wanting to increase speed that team members answered customer questions. The answers to all customer questions were included in a large number of 20-80 page PDF process documents. Although each document was searchable, it was painfully slow to find the answers to customer issues which meant lots of time on hold for the customer and slower email response times. Team members needed a better way to store and access knowledge, not a customer service training.

6). Lack of decision-making authority. Training can't help team members with decision making if they lack the authority to do so. I once had a group of managers ask me to create a critical thinking training for their team members. The culture and processes in this team required frequent approvals from managers for team members to proceed. Not only that, but there was a "hand slap" type mentality when anyone made a mistake. Team members not only had to check every decision with management, but they were reprimanded if they did not do so. Needless to say, critical thinking training wouldn't have solved that problem. Team members needed authority to make decisions about their work without fear of reprimand.

These are some of the most frequent problems I see where training will not be an adequate solution. Please add others that you see in the comments. Together we can move this profession forward to be more impactful.