Neuroscience in the Workplace [Read-Only] [Cguam.shrm.org/sites/guam.shrm.org/files/(2) Neuroscience...

Human Resource Managaement 10/17/2014

Copyright (c) Watson Training &Development, 2014 1

Neuroscience in the WorkplaceHow to Make Sure Training Sticks

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Tom Watson, Ph.D.Watson Training & Development

www.Watson-Training.com

Topics

• The myths and realities about workforcetraining

• Why most money invested on training iswasted

• Why skills won’t be used unless they areingrained

• How to ingrain skills: rewiring the brain—lessons learned from brain science

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Topics

• Tips on how to ingrain what is learned intraining: how to make training stick

• Measuring the results of training on fourlevels

• Q and A

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Myths and Realities about Training

• Don’t let mythsderail yourtraining

• Know therealities

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Myths about Training

Myth #1: Whenemployees have skilldeficits, invest in thebest training you canfind, and yourperformance problemswill be “fixed.”

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Realities about Training

Reality #1: Without follow-through, reinforcement,feedback, encouragement and accountability, asmuch as 90% of all classroom instruction doesn’t“stick” in the workplace.Only a fraction of what you spend on trainingactually changes behavior—maybe only 10%.“American companies spend $100 billion each yearon training and only 10% transfers back to the job.”Dr. Dennis E. Coates, president of Prostar Coaching

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These alone do not change behavior.

Even the best training programsdon’t automatically improve performance.



What do people actually DOwhen they’re in a situation

where they have to USEthe skill?

The true test…

The true test…

Usually they don’t have time to think aboutwhat they learned.

They only have time

to REACT.




Myth #2: If peoplevalue what theylearned intraining, they’ll doit on the job.

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Reality #2: At work, people usuallydon’t think about how to act;instead, they automatically engageingrained work habits.

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They automatically do what alreadyfeels familiar and comfortable.


Myth #3: If motivated,people will learn whatto do in training, andthey’ll begin using thenew skills after theyreturn to work.

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Reality #3: To ingrain a new skill, peoplehave to rewire their brains—they haveto apply the skill over and over until therelated brain cells connect into a newneural pathway, a process that takes farmore time than is available in a trainingprogram.

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You have to connect the circuits to:

Play a new sport

Eat the right foods

Master a skill



Do it often and it gets easier.

But how do you get there?

Practice…Practice…Practice

PracticeMakesPermanent



Your old habits arehard-wired in your

brain.

Familiar, well-traveled road



You have to builda new super-highway.

How to Make Training Stick: IngrainingWhat is Learned

Prior to training discuss what the training isabout with participants, why it is important,your expectations and how you will measureimprovements.Be sure to include an action planning tool

within the trainingAfter training, review participants’ action

plans and establish performance goals relatedto the training.

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How to Make Training Stick: IngrainingWhat is LearnedBe sure to ask participants to tell you what

they learned and how they will apply the skillson the job.Meet with participants on a regular basis and

ask them to give you examples of when/howthe skills were applied.Be ready to coach performance when

necessary.

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Learners need a Coach.

Demonstrates the skill

Gives feedback

Affirms abilities

Holds accountable



Measuring the Results of Training*

Level 1: ReactionLevel 2: LearningLevel 3: Behavioral ApplicationLevel 4: Results (ROI)*(Based on the work of Dr. Donald Kirkpatrick)

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Additional Resources

If you would like a 56 page e-book entitledThe Dark Secret of HRD, please contact:Dr. Tom [email protected]

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Neuroscience in the Workplace [Read-Only] [Cguam.shrm.org/sites/guam.shrm.org/files/(2) Neuroscience...

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