This is the second of a multi-part series, where Lessonly’s Conner Burt discusses the current state of training with Anthony Onesto. This is a portion of their chat over Google+, but if you’d like to watch their whole conversation, click here or watch it below.
When you sit in, you know, let’s just imagine around a table, you’ve got your C-Suite plus you as an HR leader, how do you make the case back to those folks that training is an important thing that you need to put budget behind?
Obviously, you said it’s a natural strategic discussion, but for the folks that are around the table and still need to get their executive board on the train and why is training important, what would you say to those folks?
I’ve had been in those discussions before, so it’s never easy to get these things budgeted to the way you want to get them budgeted, right? I equate it to pushing water up a hill in some cases, so it’s very difficult sometimes to really get training if people aren’t bought into it or don’t come from that kind of background in companies where it’s been successful.
So, of course, the first thing is you point to those companies, look at high-performing companies and how much the train and use case studies to be able to support your agenda on that.
I think also try to figure out how what you want to do in terms of strategic training impacts the business and I think that’s where when I talk about relevancy in my blog article, that’s where the challenges have been. It’s not only in the strategic piece of it, so what are we going to train, but when do we train it and I think if you’re able to you really bring those two things together. So, we want to build the strategy and the execution and how it will impact your business, I think leaders will get more on board on it, as opposed to looking at it from a cost perspective, they’re gonna look at it as a strategic investment.
So, I think there are two ways to do that, right, I think it’s absolutely talking to folks, looking at case studies, looking – correlating the performance of the company to the training initiatives in those companies and, you know, God bless Google, you can find this information really, really quickly, but also figure out how to take your training – things that you want to do specifically – and correlate it to return on investment for the company.
So, for example, in my blog article, I talked about business development and storytelling training and how important storytelling is to business development and sales. It’s very important, everyone’s talking about how storytelling is important not only content marketing but it in business development.
Well, the problem is your storytelling class happens in, you know, in March of 2014, but your next business development opportunity doesn’t happen until May and so, by the time a comes around all those business development people that went through that class have forgotten it already, they don’t apply it, they’ve forgotten how to really take storytelling to the next level in a real situation.
In my blog article, I talked about how to really look at the data within your organization that already exists. So, you have calendars in Outlook or Gmail, you can figure out, or SalesForce, you can figure out when the next BD pitch is going to happen within your region. If you’re a national organization, you can figure that out on a national level and then deliver that storytelling literally within days or weeks of that BD pitch and that becomes more relevant and people become more interested in it.
So, I think there are a couple different ways, but absolutely showing the ROI, the return on investment, which is not always easy to show in training, I think people get on board.
If you’re curious to learn more about how Lessonly helps solve training problems, watch a demo here.