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– Are all our people enthusiastic to share what they have learned
with their colleagues?
– Have we developed a real learning community?
– Are we prepared to organize the sharing of knowledge and
information?
– Are senior management at the highest level ready to share their
knowledge?
The organization must learn to learn in a structured way so that
people are constantly learning how to learn together.
n Do we follow all learning activities with timely peer coaching to
ensure that learning is transferred to the workplace?
n Do our people attend training and development in mutually
supportive pairs or teams?
n Do all learning objectives clearly state what people are expected to
learn and how they will apply it?
n Do we accept that there may be a short-term fall-off in
performance while new knowledge and skills are integrated?
Learning must be related to a specific business objective, not to
generalized aspirations.
n Are management, supervision and work teams at every level aware
of the business goals and their contribution to achieving them?
n Is training and development a strategic activity specifically
designed to meet business objectives rather than a mini “business
school” that teaches the well-worn subjects because they always
have?
n Can we demonstrate that every training needs analysis activity
shows what objectives training will play a major part in attaining?
n Do our supervision position employees effectively before all
development activities and debrief and coach them to ensure that
they use, share and develop what they have learned?
n Is success always celebrated?
Learning must be undertaken within a “total programme archi-
tecture” which includes knowledge and application of effective
group and change dynamics.
n Are all employees aware of and committed to the strategic plan?
n Do they understand their personal and group contribution?
n Do they welcome the challenge of striving to become and remain
the best of the best?
Stop wasting the training budget! 197
