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Management training - to do the job right or to do the right job?

Whenever we or one of our staff or managers attends a training or development activity then both we and they hope and expect that they will learn something new and relevant about how to do their job better now and or in the future.
On the assunption that the learning event is well planned, structured, described and delivered and that the participants are receptive then the learning activity should be successful. However even when all of these considerations are thought through and implemented effectively then why is it that some of our people come back disappointed and disillusioned from a management or staff training activity having learned very little?
Sometimes this problem has its roots in the mismatch of the person to the job and nothing to do with the training programme. However it is at times like this when a member of staff is taken away from their frontline day to day responsibility of their work that they start to think about or come to realise that they might be in the wrong job. Looking back at one's job from the distance that a training activity can provide will sometimes produce a clarity of thinking that does not arise in the normal course of their work. So your role as the manager in this situation is twofold - firstly to select the right person for the job in the first place and secondly to check in with them as time passes that they are satisfied and developing appropriately in their role as its demands and job processes change and evolve. This is usefully done at monthly review or appraisal time but also before and after a person attends a training or learning programme. Showing the appropriate level of interest in your learners preparation for and learning from these activities can unearth any difficulties being encountered by them and allows both you and them to take the necessary actions. If you would like to learn more about how best to assess and match your people to your jobs then please contact us.