This section shows how to look beyond training to the conditions that influence performance.
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Select learners with the attributes needed for success.
Example:
For a customer support role, screen for empathy and calmness when these traits contribute to success in the role.
Rationale:
When an attribute like resilience is essential, recruitment may be a better solution than training because certain qualities are hard to develop in the short term.
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Use pre-training communication to build motivation.
Example:
Learn practical techniques for handling challenging customer calls with less stress, greater confidence, and fewer escalations.
Rationale:
When communications connect training to outcomes that learners care about, motivation increases.
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Write a compelling program title and description.
Example:
Never say “Can you hear me?” again.
Learn a simple pre-meeting routine that helps you avoid delays, present smoothly, and keep attention on your message instead of your technology.
Rationale:
The title is often the first element learners see. Its wording can influence whether the program feels worth their time.
Notes:
Avoid titles that create expectations the program can’t meet.
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Use a senior leader to introduce the program and provide updates.
Rationale:
When senior leaders support the program, managers and employees are more likely to apply the changes it requires.
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Set expectations for how managers support the program.
Rationale:
Without clear expectations, manager support is more likely to be inconsistent, reducing the likelihood that learning will transfer to the job.
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Train managers to support behaviour change.
Example:
Managers receive guidance on how to support behaviour change after training, including modelling the behaviours, setting clear expectations, creating practice opportunities, and removing barriers.
Rationale:
Managers are one of the strongest influences on whether people use new skills. Equipping them to support behaviour change increases the likelihood that learners will apply those skills at work.
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Provide managers with a pre-training discussion form.
Example:
Managers use the form to discuss with each team member why the program matters, the performance improvements sought, what success looks like on the job, how the manager will support the change, and when progress will be reviewed.
Rationale:
Discussing and recording expectations increases commitment and follow-through for both parties.
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Hold managers accountable for supporting behaviour change.
Example:
Require managers to review behaviour change progress with their team and report outcomes to senior leaders.
Rationale:
Manager accountability makes post-training follow-up and reinforcement more consistent.
Notes:
Involving managers in content development can increase their support for the program.
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Recruit and train coaches and super-users.
Rationale:
Access to coaches or super-users helps employees solve problems quickly and sustain new behaviours. It also extends support beyond managers.
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Send pre-training modules.
Example:
Participants complete pre-work before the live session to learn the core ideas and become familiar with tools like the webinar platform.
Rationale:
Pre-work moves basic explanation out of the live session so learners can spend more time practising and getting feedback. It also reduces the time needed to bring everyone up to speed.
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Send post-training modules.
Rationale:
Post-training modules reinforce learning and prompt learners to apply new behaviours at work.
Notes:
Post-training modules work best when learners are prompted to (1) apply something, (2) reflect on it, and (3) share it with others.
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Include meta-learning modules.
Example:
Include modules that help learners understand (1) how to learn and (2) how to change.
Rationale:
Training is less likely to improve performance when learners don’t understand how skills develop or how to maintain behaviour change.
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Train learners from the same team at the same time.
Rationale:
Individual behaviour change is hard to maintain when the surrounding team keeps working the old way. Training teams together makes it more likely that everyone supports the new way of working.
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Design the work environment to support new behaviours.
Example:
A safety program adds mirrors, marked walkways, and barriers to keep people and vehicles apart.
Rationale:
If the environment doesn’t support the new behaviour, people are more likely to return to old habits. Making the behaviour easier to perform increases the chance of long-term changes.