Sustainability of employee engagement

- You know it yourself, if you've heard something once or twice, you're less likely to remember it than if you've heard it dozens of times. Training is no different. To actually change behavior, continual reinforcement is needed; it's important to set realistic expectations of continued training. Dispel the myth that everyone will somehow all of the sudden exhibit the correct behavior and follow training perfectly after one session. Frame and discuss your learning and development efforts as a journey, not a destination. Let the organization know that they can't expect one training session to turn around years of following incorrect practices or behaviors. But the good news is that you can build a training culture that supports change and helps the organization improve over time. Knowing that behavior change is a long process, plan for it. Measure changes over time and set proper expectations so executives don't expect a nonexistent overnight training miracle. Here are three things you can do to help set expectations for continual learning, and for integrating learning into the workflow of the organization. First, let employees know that while the L&D department supports learning, provides resources and helps make opportunities for learning, ultimately each employee is responsible for their own learning. Foster the sense that individuals need to own their own learning outcomes. It's not the responsibility of the L&D department to make someone learn. Only employees can actually learn. You just provide the opportunity for learning to occur. Second, help organizational leadership and individual managers and supervisors understand that learning is part of the job. Learning and work should not be two separate functions. You need to work with the leaders of the organization to make sure that the message of work and learning are one is heard loud and clear within the organization. If it's not, the L&D organization will struggle and ultimately the organization at large will struggle. Learning should be seen as a growth opportunity for the individual employee, their department and the organization. Third, understand that the L&D department is responsible for more than just training. L&D department is responsible for helping to determine the right technological learning systems to be implemented within the organization. L&D is responsible for helping employees understand that learning occurs within a formal framework, but also informally among employees, and that the traditional methods of instruction are only a small part of what is possible when an organization realizes the value of the L&D department to its bottom line. For example, learning can occur with digital job aids, QR codes providing information about a piece of equipment, and even the moment a manager coaches a new employee. L&D doesn't need to take place in the classroom. If you set the proper expectations for creating and sustaining employee engagement, you'll help ensure that L&D has a lasting, positive impact on your organization.