Your team is facing a bottleneck due to inadequate training. How will you bridge the skill gaps effectively?

I have found that in addition to considering the now vs. desired future, it's very useful to track back to the last time the team operated in a manner that the key stakeholders would define as successful, then identify cause by asking: 1. What are the measurable output differences between then and now? 2. What were the team goals then vs now? 3. What team dynamics have changed? The answers to these questions help me understand the big picture, and set me up to conduct a thorough needs analysis.

I would do some benchmarking with other organizations to determine if we are operating alike or we need to adjust our trainings to fill in the gaps. It could be helpful to do some kind of survey to determine the current talent(s) and skill(s) of the staff in place.

The first thing to do is determine the roles and responsibilities of the team. Second, what impact does the team have on the entire company? Third, what metrics are used to measure the team's performance? Fourth, what are the team's current standard operating procedures (SOP)? Five, when was the last time the SOPs were audited? Six, how many team members follow the SOPs 100% in its entirety? Seven, Are there any big discrepancies between the top producer and the lowest producer? If so what are they? Eight, does the team have a designated instructional designer? If so what is the relationship between the instructional designer, the operations leader, and the top producer?

To make the training efficient: 1. Start with the data, or metrics, you use to determine the success of the team (i.e., what data told you there might be a training deficiency). 2. What actions does the team perform to drive those metrics? 3. For each of those actions, what knowledge is necessary to perform those actions correction. Once you understand this you can revise current material to understand if it is truly a training gap, or a potential gap in accountability, process, system etc. Be cautious about using subjective feedback (even from managers) to identify training gaps as opinions can vary and are usually biased.

We all learn differently the training should be initially tailored based on the learning modalities of each individual. Each individual should be placed in 1 of the 4 categories based on the four learning modalities. Number # 1: Visual, the training should be centered on more pictures and screenshots with expanded "context" on what is going on in the visual. Number # 2: Auditory, most people learn from listening so the training should incorporate storytelling and education. Number # 3: Kinesthic, hands-on experience is the best teacher. These individuals have to "do" to know. Number # 4: Analytical, the rarest of the four but these individuals need every single action step the be presented to them like a staircase.

Once you know the actions that drive the data, and the knowledge needed to perform the actions you can tailor the training. 1. Identify existing resources that include the knowledge needed for the actions, and the procedures for those actions. 2. Validate with SME's and leaders existing resources are accurate and up-to-date. 3. Document the constraints and obstacles that might impact training (e.g., remote workforce, no access to computers, etc). 4. Design, or outline, the training plan. This should include the timeframe to revise and/or measure its success (i.e., what metric(s) should move and by how much). Use lots of learning style and engagement (i.e., how much the student interacts) is key to knowledge transfer.

Small actions compounded create desired results. Goals are very important when it comes to achievement. Goals can be broken down into "Micro Goals". Micro Goals can be broken down into "Milestones". Milestones can be broken down into "Progress Points". Starting with progress points will decrease the probability of anxiety and overwhelm leading to inertia.

This is why data at the beginning of the project is so important. If a stakeholder doesn't have data that tells them a training is needed, you should push them to gather the data first. 1. In the Design stage understand the data being used by the stakeholder and get a benchmark of performance at current state. 2. Negotiate with the stakeholder on how much effective training can move these metrics. 3. Agree with the stakeholder on what post-training support is needed from them to ensure buy-in and measurement of the training. 4. Agree to the timeframe on which the data will be measured and the means to do that. It's essential to make sure stakeholders know their responsibilities for success.

Successful training may require resources, not just for the learner, but for the leaders of those individuals for success. 1. Get buy-in from the stakeholder to get support for progress monitoring. 2. Inform managers/leaders of what behaviors should be different as a result of the training. 3. Let them know when, and how, they should look for these behaviors and the method in which to report back to you that it's successful. Managers are more effective for this because it's built into their job already. If you're unsure how often a manager should look for this behaviors you can try a 2x2x2 method (after two days, after two weeks and after two months).

A best practice is to include a SME, or potential learner of the content, to be in the design process. They can tell you very early what they fell they and their peers will need to learn to be successful. One caution, after the training is implemented, be careful using subjective feedback to change your training solution. The data/metrics should tell you if it's successful.

It's important to do refreshers... Skill testing and running through scenarios. Never know when certain situations arise, with that said cross training employees is also essential.