确保培训转化为业务绩效的 7 种方法


Then, there is “the new workplace normal.” The COVID-19 pandemic forced vast numbers of employees to work remotely from home. Both trainers (internal and external) and learners had to make a hard pivot to online solutions, opening up new challenges – and opportunities – to ensure training is as effective as possible. In this environment, the pressure has never been greater for Learning & Development to demonstrate that training is an investment rather than a cost center.


The changing learning landscape makes measuring ROI challenging



此外,像Zoom、WebEx和Microsoft Teams这样的通信平台的发展,使培训机构能够在网络世界中更紧密地反映物理教室的经验。有了更多的工具和方法来传授知识,教员不需要在现场呆上几天就能产生影响。

Of course, not all work can be performed from home. On-site employees still require upskilling and training and will benefit from on-the-job training. On-site learning can be intertwined with work activities such as coaching, job shadowing, job rotations, and stretch assignments (jobs assigned outside of current employee roles).

Simulation and gamification are experiential learning methods that help employees apply new skills in low-risk, safe-to-fail practice environments. Experiential learning easily engages tech-savvy millennial & Gen Z employees, and also helps to overcome any learning resistance from a workforce of varying ages, cultures and languages through its “hands-on” learning design.





  • 学习--主要关注培训经验本身,确保内容与学习者相关。
  • 知识 - 侧重于知识的保留程度,并能根据主要的理论情景和问题进行应用,如考试或案例研究。
  • 结果 - 培训对硬指标(KPI)的影响

The point of having a framework is to identify gaps and opportunities for improvement. Knowing that a progression is required in turning training into “hard results” is an important realization. Results will not appear out of thin air just because someone receives training.

It’s also important to understand that this framework is a continuum. There is a natural cause-effect relationship between these levels – they are interrelated. Note too, that there isn’t a wrong place to start. It all depends on what the training objectives are and where your organization is in the journey.

However, there is a critical transition point that needs to be crossed to truly capture the value from any training effort. That point is the translation of knowledge into behavior: Without behavior change, there can be no change in outcomes. For that to happen, you need to focus on the adoption of the skills you are looking to instill.


When new skills are underused or ignored as soon as employees are back to work, behaviors and processes don’t change, the output remains the same, and training dollars are wasted. With so much time, money and effort devoted to training, achieving measurable results must start with one question, “Did learners change their behavior after training?”

That’s why the behavior level is the critical point of the ROI Framework. If addressed with clear intention, it can unlock a return on your training investment of significant proportions. The key is defining those critical behaviors that the training sought to instill and sustain in individuals, teams and entire organizations… and then driving the adoption.







  • 强化期望以及行动或不行动的后果
  • 打破任何阻碍行为改变的内部障碍
  • 管理团队的优先事项以限制冲突
  • 展示并示范新技能的使用。
  • 向员工提供指导,告诉他们何时应该使用新技能
  • 观察并记录新技能在工作场所的使用情况






To reduce the mental distance between training and applying new skills on the job, training must focus on the application of new skills to solve real-world problems from the workplace. Use actual on-the-job problems and ask employees to resolve them with new learned skills. Provide one-on-one coaching from instructors/coaches who have experience in achieving operational results. Don’t aim for perfection. Instead, encourage a “fail fast, fail forward” culture and focus on incremental improvements.

Learning doesn’t end when the clock strikes 5pm on the last day. After training, participants will require access to on-demand tools and resources so they can put their new skills into practice when they are on the job. Tools might include demonstration videos, templates, workflow tools or checklists, and quick reference guides for specific problem-solving.

The more employees can connect new skills to their job, the more likely they are to continue using them. Eventually, new sustained learning becomes simply the way work gets done.


After training, learners return to their workstations or desks where day-to-day distractions take over. Deadlines, projects, a backlog of emails, and “firefighting” relegate those precious hours of training to the bottom of the pile.

How do you help employees maintain focus on what they’ve learned for the successful transfer of new knowledge to the workplace? Before they have a chance to make new learning a distant memory, extend the classroom with opportunities for them to deepen their skills. Make sure these opportunities can be “consumed” easily and in a flexible manner without disrupting the day-to-day work.


Experiential training or simulation opportunities where employees can practice skills and receive feedback in a “safe-to-fail” environment optimize the application of new skills and can help build confidence for faster adoption and shorter time to results. Find out more about the simulation-based training solutions that we offer.

Conduct follow-up exams to test employees’ comprehension of the new concepts they have learned about. Instead of testing the “what”, test the “how”. How do the new skills learned apply to real-life scenarios? Where should these skills be applied, when should they be used, and when should they not be used?


Applying new skills in a fast-paced, day-to-day work environment can be daunting. Often, it is simply easier to fall back on old ways. But a good coach or facilitator can make the transition to new processes easier.


One critical factor for performance success is feedback. Practice makes permanent, but feedback makes perfect. Coaches can use feedback to address application errors in real time when leading individuals or a group. Coaches give learners an opportunity to correct their work and learn from their efforts. Plus, positive feedback encourages others to take the extra effort and use a new skill.

Coaching can be provided in person by someone who is a constant presence in the operation or who is available for coaching during specific hours and can respond in a timely fashion. Coaching can also be provided virtually through platforms like Skype, Microsoft Teams, or WebEx. Coaches can be on-site employees or external SMEs. Make sure that coaching fits within the context of the employee’s role, happens during daily routines, and is short and targeted.



Leaders and learners can work together to look for operational problems and determine how to use new skills to find solutions. If the problem is particularly difficult or the impact of the problem is significant, the learner may default to old habits. It’s up to their leaders to slow them down and encourage the use of new learned skills (which should produce a better outcome anyway).

Leaders can ensure that training has a lasting impact by requiring employees to document their use of new skills. In this way, skills are reinforced through regular reporting, and eventually resolutions are arrived at faster and easier. Consider issuing training certificates or official credentials only after learners have documented use of their new skills. That way, praise is tied to outcomes rather than to proof of presence at training or conceptional knowledge.




The key is to embed the new skills into an organization’s standard day-to-day operation. The common pitfall here is positioning the use of new skills as special occurrences rather than simply the way work is done.

Clear triggers for use and a common understanding of how to use new skills in processes are vital for successful implementation. Involve learners in designing these process integrations, and be careful not to add steps for the sake of adding detail. In other words, if you are adding or modifying process steps, what can you remove in order to keep the use of new skills from becoming cumbersome? The new designed business process becomes part of the basis for coaching around skill use.

Learning & Development and operational leaders should also consider involving the IT department to take advantage of existing workflow tools for documentation, sustainability and to increase organizational learning.






Some conflicting short-term impacts related to the engineer may start to play a role. The focus may be on completing documentation over solving a problem permanently. The engineer may be rewarded publicly for effectively fighting fires, but not acknowledged for 避免 a problem.



Recognize that many benefits of training are hard to measure because they are mostly qualitative in nature. Factors like job satisfaction, high morale, and increased employee retention may seem intangible, but these can be extremely beneficial to the bottom line.

Overall, remember that training should not be a one-time event – but rather a learning journey. Organizations that define and support continuous learning paths enable employees, and hence their companies, to stay relevant in the rapidly transforming landscape.


Christoph Goldenstern, Vice President of Innovation and Product Development


Broad experience in the creation of new market/product strategies and solutions as well as their execution including the go-to-market-plans and business development/sales management to drive growth. Christoph has held executive leadership positions both in the US and Europe and has worked with clients across the US, Europe and Asia.

Christoph’s work supports KT’s products globally, traveling to regional operations for project implementations and training. He resides in the Netherlands and can be reached at cgoldenstern@kepner-tregoe.com