Workforce Training Strategies That Deliver Results

Imagine calling training a success when no one uses it on the job. Have you? Most people do not fail the training. They fail to apply it. About 85% of training never gets used on the job. Not because the content was bad. Not because the learner was not engaged. Because learning and doing are two very different things. We have built entire Learning & Development systems around consumption. Videos. Workshops. Courses. Certifications. But knowing something is not the same as doing it. The real gap is not knowledge. It is transfer. Here are 5 ways to actually close it. 1️⃣ Replace content with reps: Stop adding more modules. Build in deliberate practice. Repetition under real conditions is what creates retention. 2️⃣ Make managers part of the design: If a manager does not reinforce it, it dies. Loop them in before the training, not after. 3️⃣ Create accountability structures: Peer check-ins. Follow-up commitments. Application goals. Without accountability, good intentions evaporate. 4️⃣ Shrink the time between learning and doing: The longer the gap, the more fades. Give learners a chance to apply within 48 hours of any session. 5️⃣ Measure behavior, not completion: Finishing a course proves nothing. What changed on the job? That is the only number worth tracking. Active learning feels productive. Active practice is what actually changes performance. Your learners do not need more content. They need more reps. AI makes this matter even more. When information is everywhere and content is easier than ever to generate, the real advantage is not access to knowledge. It is the ability to apply it. Statistic source: The Institute for Transfer Effectiveness ——— ✦ ——— More on AI for Workforce Transformation → Janet Perez

“Train-the-trainers” (TTT) is one of the most common methods used to scale up improvement & change capability across organisations, yet we often fail to set it up for success. A recent article, drawing on teacher professional development & transfer-of-training research, argues TTT should always be based on an “offer-and-use” model: OFFER: what the programme provides—facilitator expertise, session design, practice opportunities, feedback, follow-up support & evaluation. USE: what participants do with those opportunities—what they notice, how they make sense of it, how much they engage, what they learn, & whether they apply it in real work. How to design TTT that works & sticks: 1. Design for real-world use: Clarify the practical outcome - what trainers should do differently in their next sessions & what that should improve for the organisation. Plan beyond the classroom with post-course support so people can apply learning. Space learning over time rather than delivering it in one intensive block, because spacing & follow-ups support sustained use. 2. Use strong facilitators: Select facilitators who know the topic & how adults learn, how groups work & how to give useful feedback. Ensure they teach “how to make this stick at work” (apply & sustain practices), not only “how to deliver a session.” 3. Make practice central: Build the programme around realistic rehearsal: deliver, get feedback, & practise again until skills become automatic. Use participants’ real scenarios (especially change situations) to strengthen transfer. Include safe practice for difficult moments (challenge, unexpected questions) & treat mistakes as learning. Build peer learning so participants learn with & from each other, not just the facilitator. 4. Prepare participants to succeed: Assess what participants already know & can do, then tailor the learning. Build confidence to use skills at work (confidence predicts application). Help each person create a simple, specific plan for when & how they will use the approaches in their next training sessions. 5. Ensure workplace transfer support: Enable quick application (opportunities to deliver training soon after the course), plus time & resources to do it well. Provide ongoing support (feedback, coaching, & encouragement) from leaders, peers &/or the wider organisation. 6. Evaluate what matters: Go beyond satisfaction scores - assess whether trainers changed their practice & whether this improved outcomes for learners & the organisation. Use findings to improve the next iteration as a continuous improvement cycle, not a one-off event. https://lnkd.in/eJ-Xrxwm. By Prof. Dr. Susanne Wisshak & colleagues, sourced via John Whitfield MBA

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

We count on training to help prevent serious injuries and fatalities (SIFs). But when it comes to how that training is delivered, what actually works? The latest Construction Safety Research Alliance study put different delivery methods to the test. The team compared five formats: pre-recorded video, traditional lecture, interactive lecture, flipped classroom, and interactive lecture with hands-on activities. They evaluated each based on two outcomes: engagement (generating interest in SIF prevention) and skill (the ability to recognize high-energy hazards). The engagement results aligned with expectations: more interactive formats led to greater learner engagement. When it came to building skill, the results defied assumptions. The most effective formats landed at opposite ends of the spectrum. Low-cost video training and high-cost, hands-on instruction both produced the strongest skill gains. Traditional lecture methods, often seen as the default, was the least effective. The conclusion: If the goal is skill alone, video may offer the best value. But if you’re aiming for both engagement and skill, it may be worth investing in the most interactive approach. Kudos to the team, the PIs Siddharth Bhandari and Logan A. Perry, Ph.D. and our stellar PhD student, Roya Raeisinafchi. This study exemplifies rigorous design, disciplined experimentation, and a willingness to follow the evidence even when the results challenge assumptions. The paper is linked below and, as with all CSRA work, free to access. Please help us share the work and let us know what you think! https://lnkd.in/eWFZ9Pud

A Fortune 100 exec asked my colleague a simple but powerful question: “Who’s truly solving the workforce challenge — and what are they doing differently?” Her answer was spot‑on: 👉 Organizations making real progress aren’t treating this as a recruiting problem. They treat it as business continuity, risk mitigation, and long‑term capability strategy. The real differentiator? They’ve stopped talking about the problem — and started building operational, measurable programs. 🚨 Industry Reality: The Talent Challenge Is Solvable 📈 Demand is rising: 91% of organizations plan to hire new mainframe talent in the next 1–2 years. 🎓 Universities are producing more talent: 65% of university leaders say availability has improved over the past five years. 💡 Employers are investing heavily: Two‑thirds already leverage external learning programs to accelerate talent development. This isn’t a pipeline problem — it’s an execution problem. 🔥 What Leading Employers Are Doing Right Now ✔ They treat skills as a strategic investment, not an HR activity. ✔ They build structured, multi‑year pipelines with measurable outcomes. ✔ They fully integrate early talent into cloud, security, automation, and modernization work. ✔ They leverage industry programs instead of reinventing the wheel. ✔ They move with urgency — long before retirements or outages trigger a crisis. This shift from “awareness” to action is what separates the organizations closing the skills gap from those widening it. ⭐ High‑performing employers consistently embrace: 🔹 Role‑based, ability‑aligned pathways Clear progression from entry → practitioner → specialist, aligned with industry competency frameworks. 🔹 Learning integrated with real work Not sequential — concurrent. Accelerates time‑to‑productivity. 🔹 Coaching + mentorship + AI assistants Structured support reduces the experience gap and strengthens retention. 🔹 Broaden talent funnels Apprenticeships, universities, mid‑career cross‑skilling — diversify and stabilize workforce pipelines. 🔹 Program governance + measurement Track competency attainment, contribution milestones, and retention with the same rigor applied to operational risk. 📘 IBM Z: A Lifecycle Approach at Scale IBM has operationalized this at full lifecycle, global scale: 🎓 University & early‑career pipelines via Z Career Connection events 🔗 Mainframe Career Depot — a global talent marketplace connecting employers with job‑ready candidates 🚀 IBM Z Global Skills Accelerator (GSAP) — role‑based mainframe training, coaching, & on the job doing 👥 New‑to‑Z Communities for post‑ramp retention 🎯 Why This Matters Organizations implementing these models see: ✔ Faster time‑to‑productivity ✔ Higher early‑career retention ✔ Deeper skills in critical roles ✔ Increased modernization capacity Early‑talent programs become a capability engine — not a cost center. If your organization is ready to shift from talking to doing, I’d welcome a conversation. #mainframe #skills

🎯 Key highlights of a study from the Economics of Education Review that looks at how continuous work-related training impacts people's careers in Switzerland🇨🇭. 📘 The research is important because it uses detailed government data on both education and employment over several years to get a very clear picture of the effects. It helps us understand if training truly leads to better job outcomes and who benefits the most, especially in a country with a lot of adult training but little government regulation. 🔍 Purpose & Relevance: - Investigates how CET impacts earnings and unemployment risk. - Uses Swiss data, where adult education is largely privately organized—offering insights relevant to liberal labour markets like those in Anglo-Saxon countries. - Highly relevant for policymakers, employers, and VET practitioners seeking evidence-based strategies to upskill the workforce. 🎯 Key Themes & Takeaways: 💼 Labour Market Outcomes of CET: - CET increases annual earnings by 3.4% on average. - Reduces unemployment risk by 2.1 percentage points—nearly halving the baseline rate. - Shortens unemployment spells by up to 0.17 months. 📊 Methodology Strength: - Uses regression-adjusted matched difference-in-differences with entropy balancing. - Controls for selection bias and pre-treatment trends—enhancing causal credibility. 👥 Effect Heterogeneity: - Strongest earnings gains for low-income workers (8.1% in the lowest tercile). - Unemployment risk reduction most pronounced among high-income earners. - Vocationally trained workers benefit from both higher earnings and lower unemployment—highlighting VET’s dual dividend. 🎓 VET & Skills Focus: - Vocational education emerges as a key driver of CET effectiveness. - Even short, non-formal courses (avg. 48 hours) yield measurable returns. - Employer-financed training (78% of cases) plays a pivotal role—suggesting firms recognize CET’s productivity value. 📉 Limitations & Cautions: - Effects may be understated due to conditioning on pre-treatment income. - Results may not generalize to state-funded or highly regulated labour markets. - Non-work-related training shows negligible labour market impact—reinforcing the importance of vocational intent. 🧠 Final Thought: This study reinforces the strategic value of VET and CET in modern labour markets. It’s not just about formal qualifications—targeted, work-related training can be a powerful lever for economic mobility and resilience. #LifelongLearning #VocationalTraining #SkillsDevelopment #AdultEducation Stefan Denzler Jens Ruhose Stefan Wolter EfVET European Association of Institutes for Vocational Training (EVBB) European Vocational Training Association - EVTA EURASHE eucen EUproVET EU Employment and Skills Cedefop European Training Foundation WorldSkills International OECD Education and Skills SEPIE - Servicio Español para la Internacionalización de la Educación International Labour Organization IEFP - Instituto do Emprego e Formação Profissional

🚨 𝐖𝐨𝐫𝐤 𝐈𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐨𝐧𝐬 ≠ 𝐓𝐫𝐚𝐢𝐧𝐢𝐧𝐠 🚨 Just because someone sees how a task is done doesn’t mean they’re trained to do it well. In manufacturing, we often assume that if there’s a work instruction and a quick demo, the job is trained. But here’s what we’re overlooking 👇 ✅ Work instructions tell 𝑤ℎ𝑎𝑡 to do 🧠 Training builds the 𝑤ℎ𝑦, ℎ𝑜𝑤, 𝑎𝑛𝑑 𝑤ℎ𝑒𝑛 to do it—especially when things don’t go as planned What’s often missing? The  𝐟𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞 𝐚𝐧𝐝 𝐬𝐤𝐢𝐥𝐥𝐬 that make work instructions meaningful and usable in the real world: 🔧 𝐁𝐚𝐬𝐢𝐜 𝐭𝐞𝐜𝐡𝐧𝐢𝐜𝐚𝐥 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 (e.g., torque, flow, tolerance) A study by the National Institute of Standards and Technology (NIST, 2018) found that inadequate technical knowledge contributes to over 23% of manufacturing errors. 🛠️ 𝐏𝐫𝐨𝐜𝐞𝐬𝐬 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 (how one step affects the whole system) Research in the International Journal of Production Research (2016) highlights that process awareness reduces error propagation and improves overall system efficiency. 🧯 𝐒𝐚𝐟𝐞𝐭𝐲 𝐩𝐫𝐢𝐧𝐜𝐢𝐩𝐥𝐞𝐬  (not just rules, but the why behind them) OSHA reports that effective safety training reduces workplace injuries by up to 60% (OSHA, 2022). Understanding the “why” behind safety rules increases compliance and hazard recognition. ❓ 𝐏𝐫𝐨𝐛𝐥𝐞𝐦-𝐬𝐨𝐥𝐯𝐢𝐧𝐠 𝐚𝐧𝐝 𝐭𝐫𝐨𝐮𝐛𝐥𝐞𝐬𝐡𝐨𝐨𝐭𝐢𝐧𝐠 A Deloitte study (2020) found that manufacturers with strong problem-solving training experienced 30% fewer production stoppages. 📄 𝐀𝐛𝐢𝐥𝐢𝐭𝐲 𝐭𝐨 𝐫𝐞𝐚𝐝/𝐢𝐧𝐭𝐞𝐫𝐚𝐜𝐭 𝐰𝐢𝐭𝐡 𝐭𝐞𝐜𝐡𝐧𝐢𝐜𝐚𝐥 𝐝𝐨𝐜𝐮𝐦𝐞𝐧𝐭𝐬 A study in Manufacturing & Service Operations Management (2019) showed that workers with higher technical literacy made 40% fewer documentation-related errors. 🤝 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐭𝐞𝐚𝐦𝐰𝐨𝐫𝐤 𝐬𝐤𝐢𝐥𝐥𝐬 The World Economic Forum (2023) lists communication and teamwork among the top skills needed for the future of manufacturing, directly linked to productivity and innovation. When we skip foundational training, we’re setting people up to rely on memory and mimicry—not mastery. Want employees who adapt, improve, and catch issues before they happen? 👉 Invest in real training—not just task demos. What foundational knowledge do you wish had been taught when you first started in your role? Let’s talk. #Manufacturing #TrainingAndDevelopment #AdultLearning #WorkforceDevelopment #LearningInTheFlowOfWork #Iopsychology #ContinuousImprovement #SkillsGap #WorkInstructions #ManufacturingExcellence, #OperationalExcellence, #LearningAndDevelopment, #SkillsDevelopment, #TrainTheTrainer, #AdultLearningTheory, #IOPsychology, #WorkforceDevelopment #FrontlineLeadership

𝗛𝗼𝘄 𝘁𝗼 𝗨𝘀𝗲 𝗠𝗼𝗯𝗶𝗹𝗲 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝘁𝗼 𝗥𝗲𝗮𝗰𝗵 𝗮 𝗗𝗶𝘀𝘁𝗿𝗶𝗯𝘂𝘁𝗲𝗱 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 📱 Struggling to keep your remote or field-based employees connected with essential training resources? In today’s dynamic work environment, traditional learning methods often fall short for a distributed workforce. When employees can’t access critical training, it leads to skill gaps and inconsistent performance, ultimately impacting your organization’s success. Here’s how mobile learning can bridge the gap and empower your workforce: 📌 Flexibility and Accessibility Mobile learning allows employees to access training materials anytime, anywhere. Whether they’re in the field, at home, or commuting, your team can engage with content on their own schedule, ensuring no one misses out on important training. 📌 Bite-Sized Learning Modules Break down training into manageable, bite-sized modules that are easy to digest on the go. Microlearning keeps employees engaged and helps them retain information better, as they can learn in short bursts rather than long, uninterrupted sessions. 📌 Interactive and Engaging Content Leverage multimedia elements like videos, quizzes, and interactive simulations to make learning more engaging. Interactive content not only enhances understanding but also keeps employees motivated to complete their training. 📌 Real-Time Updates and Notifications Use push notifications to remind employees of upcoming training sessions or deadlines. Real-time updates ensure that your team is always aware of new content, policy changes, or mandatory compliance training. 📌 Offline Access Ensure your mobile learning platform allows for offline access. Employees can download training materials and complete them without needing a constant internet connection, making it ideal for those in remote locations with limited connectivity. 📌 Analytics and Feedback Implement analytics to track engagement, completion rates, and performance. Use this data to identify areas where employees may need additional support and to continuously improve your training programs. 📌 Personalized Learning Paths Tailor training programs to individual roles and career paths. Personalized learning ensures that employees receive relevant content that directly applies to their job functions, increasing the effectiveness of your training efforts. By implementing mobile learning solutions, you can ensure that your distributed workforce remains connected, skilled, and aligned with your organizational goals. This approach not only fills skill gaps but also promotes a culture of continuous learning and development. Have you successfully implemented mobile learning in your organization? Share your experiences and tips in the comments below! ⬇️ #MobileLearning #RemoteWork #EmployeeTraining #EdTech #LearningAndDevelopment #WorkforceDevelopment #ContinuousLearning

Why Upskilling and Reskilling Are Crucial for Workforce Agility Adaptability is crucial in today's changing work environment. As technology reshapes the job market, upskilling and reskilling are key for competitiveness and workforce agility. Effective Upskilling Implementation: 1. Identify Skill Gaps: Assess current skills versus needs to find areas for improvement. 2. Set Clear Objectives: Align goals with employee aspirations and organizational objectives. 3. Develop Customized Training Plans: Create tailored programs, including workshops and online courses. 4. Utilize Diverse Learning Methods: Incorporate e-learning, hands-on workshops, and group projects. 5. Foster a Culture of Continuous Learning: Encourage ongoing education with incentives and recognition. 6. Monitor Progress and Adjust Programs: Regularly evaluate training effectiveness and make adjustments. Benefits of Upskilling: - Enhanced Employee Retention: Invest in your workforce to keep valuable talent. - Increased Productivity: Equip employees with the skills needed to perform at their best. - Improved Adaptability: Prepare your team to thrive in a rapidly changing environment. - Support for Internal Mobility: Enable employees to move into new roles within the organization. Approach to Reskilling: How to Approach Reskilling: 1. Assess Needs: Analyze trends for skills. 2. Engage Staff: Discuss career paths with employees. 3. Implement Training: Offer programs for new roles. 4. Encourage Practice: Provide real-world projects. 5. Evaluate Results: Monitor and adjust reskilling efforts. In an ever-changing world, upskilling and reskilling are essential for organizations to create a more adaptable and capable workforce. Thrive in the future of work instead of merely surviving. #Upskilling #Reskilling #WorkforceDevelopment #EmployeeTraining #ContinuousLearning #WorkforceAgility #LearningAndDevelopment #SkillGap #FutureOfWork #WorkforceTransformation

Competence can’t be taught in theory, it’s built in practice. When I worked as a hospital paramedic, I saw how often new clinicians entered the field with knowledge, but without the confidence that comes from repetition. That’s why I believe the workforce shortage isn’t just about producing more graduates. It’s about producing competent ones. Immersive simulation makes that possible by giving learners unlimited chances to practice, fail safely, and build instinct. Here’s what matters most: • Give learners access to train anywhere, anytime. • Normalize safe failure as part of growth. • Measure readiness by repetitions, not checklists. The workforce shortage isn’t solved by more graduates. It’s solved by more competent ones. What’s the biggest barrier you see to giving learners the practice they need? #HealthcareEducation #ImmersiveSimulation #MedicalEducation #FutureOfTraining #ClinicalTraining #CompetencyBasedLearning #HealthcareWorkforce #XRinHealthcare