So many L&D professionals are feeling the squeeze from CEOs, asking them to sustain or even improve training effectiveness, whilst simultaneously having their budgets slashed. The value on effective training has never been greater.
In this blog, we explore some of the problems of learning retention and we outline how C-me's colour profiling and workshop offering are great solutions to this problem.
With training budgets shrinking in many organisations, due to increasing costs, with growing attention turning to discussions around R.O.I. (Return on Investment).
For L&D professionals, it is not always easy to quantify the development of staff, meaning that proving the measurable R.O.I. benefits of training and developing your employees can be challenging.
A 2019 Harvard Business Review article provides stark reading into the inefficiency of so much of today's training, noting that 50% of senior leaders aren’t convinced their training development efforts sufficiently build critical skills and organisational capabilities (which could be one way of measuring R.O.I.).
Perhaps one reason for this inefficiency is the speed at which so much training is forgotten, relating back to the problem of learning retention.
The nineteenth century German psychologist, Hermann Ebbinghaus, was a pioneer in the development of experimental methods of learning a memory. In the graph below, Learning Solutions summarises and plots his research into the percentage of memory retention against the elapsed time since the learning moment. What is most fascinating, if not a little unnerving, is that learners typically forget 50% of their learning in the first hour 😮!
Who said cramming for exams wasn’t efficient!
Ebbinghaus’ research would suggest that the R.O.I. of most training is fairly limited. Perhaps it would not be unreasonable to conclude that half of your training budget is lost within the first hour of it being used up!
This is clearly not ok.
A second perception comes through the observations of James Kirkpatrick and his ground-breaking work on training evaluation.
He was most interested in the degree of change that different parts of training and development achieved. Illustrated in this diagram:
One of the great strengths of C-me Colour Profiling is the focus on behaviours in favour to personalities.
Behaviours have the greatest direct impact on others, whilst they are also the more malleable, i.e. we can flex our behaviours and adjust them as a situation requires.
Our profiling assessment takes less than 10 minutes to complete and yet still provides reports to our clients that have a proven 85%+ accuracy.
Our profiling is also heavily focused on application. We strive to help people not only understand themselves better but also understand how they relate to people whose behavioural preferences (i.e. their colour combinations) are different from their own.
C-me provides a common language for understanding and speaking about these behavioural differences.
With C-me, your team can complete individualised profiles, receive a Team Wheel (which illustrates dynamic behaviours across the team) and attend our Foundation Workshop, a fun and interactive way to help your team embed a common language and create mutual understanding.
C-me has recently produced a suite workshops, enabling the common language that has already been established to continue through subsequent training.
We have created these workshops so that you do not need to rely on multiple training providers for your resources. Thinking about these vital topics ensures a continuity in your training and development that is a key component in maximising your R.O.I.
"The recent 4-session course run by C-me has helped me personally, and our whole team, by giving us insights into our unique ways of doing things and has opened our eyes to some of the blind spots we had. It has given all of us a greater understanding of each other and made a definite positive difference in the manner we relate to one another. More than ever we now seek to support our team-mates through their weaknesses, and encourage necessary flex into new areas, building strength as a unified team." Helen Ward, Operations Director
"Working with C-Me has been a powerful experience for both myself and my team. Colour profiling has given us the opportunity and the language to be more effective with each other and with our teams. Most striking for us has been the accuracy of the natural and adapted styles and behaviours and how these have enabled us to plan and deliver to the needs of the audience. I was pleasantly surprised at the level of engagement from everyone involved and their suite of workshops have been excellent. We have used what we learned to change our approach to the delivery of consultations, new initiatives, and meetings. I would highly recommend both the system and the team at C-Me." David Cole, Headteacher
"I found the C-Me workshops enjoyable and engaging. As a leader, it gave me a simple and effective way to understand the diversity within the team and a great framework for effective communication. We continue to use colours in our daily interactions, and I can see a marked difference in team cohesion." Neciah Dorh, CEO
Professor Robert Brinkerhoff is an internationally recognised expert in learning effectiveness and evaluation. Much of his learning and thinking summarised in the book 'The Success Case Method', in which he unpacks research that suggests the direct involvement of a Requiring Manager (the person asking his/her team to attend the training) in the training could increase retention levels by up to 65%.
This could involve the requiring manager physically attending the training themselves. Rather than the typical model of sending a team on training and, in so doing, giving the team the impression that it's for them and not for all of us.
Alternatively, the requiring manager could quickly follow up the training with an intentional and personal coaching conversation.
This point of connection and the requiring manager showing their employees that they care can have a dramatic impact on engagement, the retention of information, the training ROI and ultimately a company's bottom line.
and When leaders and managers show connection and caring that a boss shows their employees can have a dramatic impact on engagement and therefore retention of information… and consequently on the training R.O.I. and ultimately a company’s bottom line.
What could you do as a senior leader to get more involved in the training you are asking your people to attend? A positive attitude to lifelong learning is often what can make the difference between a good leader and a great leader??