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 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.
The Evolution of Training and Development
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:
This diagram demonstrates the following:
- We can react to our training quickly, but it may not bring about much change in us
- We can learn new things in our training, but it will also fail to bring about change in us
- What is most noticeable about the diagram is that a large degree of change is brought about when our learning begins to shape our behaviours. Incidentally, this is a similar conclusion to those from popular books on Habits. For example Dughigg’s The Power of Habit and James Clear’s Atomic Habits. (Both are well worth a read by the way!)
- Results then bring about the final degrees of change, principally because we observe and experience the difference changed behaviours have.
Harnessing the strength of C-me to increase the effectiveness of your training and development
One of the great strengths of C-me Colour Profiling is the focus on behaviours in favour of 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 of 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.
Don’t just take out word for it! This is what some recent clients have said:
"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
If you are interested in finding out more, do visit our website or book a call with our team via this link.
A final suggestion to ponder...
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 managers 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 managers to show 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??