Scrap Off “SCRAP” from SCRAP Learning

SCRAP LEARNING: Something Communicated gets Rare Application Presentation in the organization

Training is the lever that every organization uses when focusing on performance improvement. Training and development are the only tools that can help any business create a competitive edge in the industry.  Ineffective and low performance levels demonstrated by employees can be credited to SCRAP 

LEARNING which can further be attributed to improper training application and manager disengagement. 

According to Brinkerhoff (2010) after training, learners typically fall into one of three categories:

1) they do not try to apply training, 2) they attempt to apply it but realize no worthwhile results, and 3) they apply training and get some positive results. Those positive results tend to be reinforcing and prompt the learners to apply their skills again. Yet, Brinkerhoff (2010) estimates that successful application (group 3) is as low as 20%. The remaining 80% is known as scrap learning—learning that was delivered but unsuccessfully applied (groups 1 and 2) and is therefore wasted training.

So how can organizations work on reducing the SCRAP LEARNING?  

Here are few simple tips to practice that will help employees implement the learning in a more fruitful manner.

• Impart to Implement: Employees should be imparted with skills and knowledge that have applicability in the coming time, should be relevant and tied to specific business goals. This will give them a more realistic view of the organizational goals and will lead to a more effectual implementation of learnt skills.   
•  Outline Expectations:  Once the skill gaps have been identified, and worked upon, communicate to employees in person the importance of their development within the context of the organization’s long-term objectives. Explain what is expected from them before, during and after the course, and provide a step-by-step personal development plan that includes measurable and quantifiable objectives.
•  Communicate:  Interaction with the learners about how, where and when will these skills and competencies be used to meet the business objectives ensure their involvement in the process. Also communicating how would one be benefitted, how will the training affect their career graphs in the long run would increase the value and significance of the course.  
• The ‘RIGHT’ training mix:  Choosing the right medium for the right participants is not an easy task. There has to be a selection made from the On the job and off the job methods.  While classroom-based courses certainly offer a practical, hands-on approach to training, virtual training also offers a whole host of benefits.  
• Measure and Assess: Evaluating and monitoring the training is as important as the imparting of skills.  Measuring the value and outcome of learning programs is critical. It enables companies to demonstrate the value and return on investment they've achieved, and it helps to ensure that employees are implementing the learnt skills.

Apart from these fundamental ideas, manager engagement is equally crucial. Managers have the ability to prepare employees for learning prior to training. And after training, they have some ability to control the work environment to allow learners new opportunities to apply, practice and perfect what was learned. Lastly, managers have the ability to praise and reinforce successes as well as correct and coach mistakes. So this will take any organization to easy and effective shaping and training of employees make it achieve that competitive edge.