Debunking 5 Common Myths About Employee Training and Development

Employee training and development are essential components of organisational success. They help employees acquire new skills, knowledge, and competencies that enable them to perform their jobs better and contribute more to the organisation.

However, there are several common misconceptions about employee training and development that can significantly hinder the effectiveness of employee development initiatives, the growth of employees and the success of the organisation.

In this post, we'll debunk some of these myths and provide insight into the best practices around employee training and development.

What is Employee Training and Development?

Employee training and development refers to the process of acquiring new knowledge, skills, and competencies that enable employees to perform their jobs better and contribute more to the organisation. It involves the use of various learning methods, such as on-the-job training, mentoring, coaching, instructor-led workshops, e-learning, virtual learning, group discussions and job rotation, to help employees grow and develop both personally and professionally.

Five Common Myths

Myth 1: Employee training and development is a cost, not an investment.

One common misconception is that employee training and development is a cost that has no tangible impact on the bottom line. However, research has shown that organisations that invest in employee training and development have better business outcomes, including higher productivity, better employee retention, and improved financial performance. In fact, according to a recent research report by DeakinCo in partnership with Deloitte Access Economics, “every $1 invested in Learning & Development (L&D) per employee is associated with an additional $4.70 in business revenue per employee on average”.

Organisations may also worry that investing in employee training and development will make their employees more marketable and increase the risk of losing them to competitors. However, the research tells us that the opposite is true. A recent Gallup poll found that 87% of millennials see development opportunities as an important element of their job and are prepared to quit their jobs to find those growth opportunities.

To get the most bang for your buck when planning employee training and development initiatives it is helpful to ask:

• What are the capabilities and skill sets we want to grow in the organisation and how quickly do we need them?
• What are the areas of the business that could benefit from training and development activities, as opposed to looking externally to recruit in the skill for example? 
• How will the development activity add value to the business?
• Which team members will benefit most?
• What format of development activities best suits both the organisation and the team members involved?
• How will we evaluate the learning and development activity?

Myth 2: Employee training and development is solely the responsibility of the HR department.

Another common misconception is that employee training and development is solely the responsibility of the HR department. However, employee development isn’t just about developing organisational training and development strategies, effective employee training and development requires a collaborative effort between HR, managers, and employees.

Managers are in an ideal position to identify the skills and competencies that employees need to develop if they are to achieve their goals and contribute to the organisation's success. In our experience of working with organisations of varying sizes and across sectors, managers also have a critical role to play in the level of engagement employees have with the development activities they undertake. This is in addition to providing opportunities to embed new skills.

Employees must also take ownership of their development by seeking out opportunities to learn and grow. However, without management engagement and support, they are more likely to look for solutions outside of the organisation.

Myth 3: Employee training and development should only focus on job-specific skills.

While it is essential to develop the skills and knowledge required to perform specific job tasks, employee training and development should also focus on broader competencies, often referred to as ‘power skills’, such as leadership, critical thinking, problem-solving, self-management and creativity. Developing these skills not only benefits employees, by helping them to perform their roles better, enhancing job satisfaction and by helping advance their careers, but also benefits the organisation in many ways.

Employees who develop a broader set of competencies are more likely to be productive and perform well, they are more likely to come up with new and innovative ideas, and in time they are more likely to become better leaders themselves. And we all know the old adage that people leave leaders not organisations. Having great leaders can reduce your turnover! All of this contributes to the overall success of the organisation.

By investing in employee development across a broad spectrum of competencies, organisations can create a skilled and motivated workforce that is better equipped to tackle the challenges of today's dynamic business environment and achieve long-term success.

Myth 4: Employee training and development should be a one-time event.

The problem with viewing training as a one-off event is that, if we learn something new and then make no effort to relearn that information or skill, we remember less and less as time goes by. In fact, the Forgetting Curve, developed by German psychologist Hermann Ebbinghaus (and reproduced in a 2015 study), suggests that the greatest loss of retention occurs soon after learning.

Ebbinghaus was able to demonstrate that, in order to retain information for longer, learners must review what they have learned at regular intervals after the training and engage in purposeful practice – in other words, be able to allocate specific time and focus to practice that is purposeful and systematic.

In other words, training and development is an ongoing process that requires continuous effort and investment. Employees need regular opportunities to develop and embed new skills and knowledge, and organisations must adopt strategies that promote continuous learning if they wish to remain competitive and adaptable in ever changing business environments.

"Employees who don’t spend at least 5 to 10 hours a week developing new skills will obsolete themselves with the technology,” - AT&T CEO Randall Stephenson

Modern workers are increasingly tech savvy and prefer learning that they can access in short bite-size chunks. Microlearning offers employees learning content via short videos, articles and courses, which they can complete when and where they prefer. As well as being more convenient, microlearning reduces the likelihood of cognitive overload and improves the probability of memory retention over time.  

Myth 5: Employee training and development is only necessary for new hires.

While robust induction training and onboarding practices are critical for the success of any business, employee training and development is necessary for all employees, at all stages of their career and level of experience. As industries evolve, new technologies emerge, and market demands change, employees need to stay updated to remain competitive. Ongoing training ensures that employees are equipped with the latest skills and can adapt to new challenges, learn new tools and techniques, and stay abreast of industry trends.

Ongoing training and development also enables employees to progress and advance in their careers within the organisation. By offering targeted development programs, mentoring, coaching, and leadership training, organisations can help employees develop the necessary skills and competencies to take on more challenging roles and responsibilities.

Experienced employees who have acquired valuable skills and insights over time can then mentor and train newer employees, helping them to integrate into the organisation and ensuring that institutional knowledge is preserved as well as ensuring your positive culture is sustainable.

By continuously enhancing employees' skills, supporting their career progression, transferring knowledge, and fostering innovation, organisations create a positive work environment that attracts and retains top talent, while contributing to organisational agility, competitiveness, and long-term success.

Conclusion

Debunking the myths surrounding employee training and development allows organisational decision-makers to make strategic and informed choices about resource allocation, program design, and implementation, leading to more effective and impactful initiatives.

Sorting fact from fiction means that organisations can better allocate their resources to activities that have proven benefits and avoid wasting resources on ineffective or unnecessary practices. This ensures that the investment in employee development is focused on activities that yield the highest return on investment.

Get Help Sorting Employee Training and Development Fact from Fiction.

Neural Networks can help your organisation understand what works and what doesn't. We’ll help you tailor your programs to meet the specific needs of your employees and the business, resulting in more meaningful learning experiences and better results.

Since 2000, Neural Networks has partnered with organisations to facilitate organisational culture change through customised employee development programs. As one of Australia’s leading professional development providers, we deliver innovative learning development programs in leadership, sales, customer service and culture change.

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Resources

Ebbinghaus, H. (1885). 'Memory: A contribution to experimental psychology,' New York: Dover. https://web.archive.org/web/20050504104838/http:/psy.ed.asu.edu/~classics/Ebbinghaus/index.htm

Murre, J. M. & Dros, J. (2015). 'Replication and Analysis of Ebbinghaus' Forgetting Curve,' PloS one, 10(7). https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0120644