15 obstacles to successful training

The obstacles to the success of training are one of the most central things to consider since training is very important for the organization, To develop the capabilities and skills of staff, The organization can develop and meet challenges.

The importance of training courses: Training courses are used to increase the knowledge and experience of employees, whether they are new employees or working in a factory. The ultimate goal of the training courses is to develop and improve the administrative aspects. These courses offer many benefits to staff as trainees, Whether in their working lives or in their personal lives.

Obstacles to successful training

The success of training is not limited to training courses only, Readers do not realize that a large number of training courses fail to achieve their goals and their students face many obstacles to successful training. The aim of the course is to develop the skills of the trainee or increase his knowledge for the benefit of work or life, Therefore, the trainee’s inability to take advantage of the course is a failure of the course. Train. If the foundation held training courses to improve the administrative aspects, Then the trainees did not use the skills they learned in the job, The training courses will fail. There are many reasons why training is a success obstacle, most notably: –

A- Training courses are not related to the job: Many courses are held only to drain the training budget without paying attention to the selection of the appropriate training course and the search for training needs, which is considered one of the most serious obstacles to the success of the training

B- The course is very theoretical: The coach may be familiar with the theoretical background to the subject of training, But he has no practical experience in this subject, Therefore, he cannot develop the practical skills that the trainee needs.

C. One of the obstacles to successful training is the process of selecting trainees by the manager on a whim basis and not on the basis of actual work needs: Some people think that the course is an award from the manager to the person he loves, So you find someone who has nothing to do with it to attend a training course, Their needs in the job are not shared by staff.

D. Trainees do not want to learn: Make sure that trainees are able to train because some managers will not change their management approach even if they take hundreds of management courses because they believe that management theory is not applicable in their world.

R- Bad training is one of the most widespread obstacles to the success of training because many trainers try to take advantage of the training materials available to them instead of trying to change them based on the type of trainee. This has a bad effect because the trainee wants an example that comes close to his reality. Instead, Many trainers use training materials transferred from international networks, So the examples are from another reality and a different environment. Training materials are not intended for trainers or trainees.

G. The trainer’s inability to communicate information or develop skills: Failure may be due to the coach’s inability to explain topics and use training methods.

The trainer is not interested in training the trainee: The trainer must be enthusiastic about getting the trainee to acquire the required skills.

The work environment does not help the trainee apply what he has learned: it is a disaster, the trainee acquires good skills and knowledge, and when he returns to work everyone refuses to allow him to use those skills.

The most important solutions to meet the obstacles to the success of training

1. Focus only on the importance of stakeholders, i.e. directing training in a way dedicated to those relevant and interested, who need training for their current or future jobs.
2. Retraining and possible redundancy, i.e. updating information and experiences to take into account the factor of “human oblivion”, The same training courses may be repeated each year.
3. Mentors urge decision makers to direct the application of “acquired training knowledge” as soon as the course ends or within a short period of time without delay.
4. Activating the feedback system, which means engaging seriously in training courses and working to identify strengths, weaknesses and opportunities for improvement.
5. Diversifying training methods, and reduce frequent use of PowerPoint chips, And the inclusion of videos and competitions (tests), And interactive group exercises. Etc.
6. Focus on so-called soft skills, Like the dynamics of teamwork, And time management, And presentation skills, And conflict resolution, In an integrated way (without departing from the general context of the training course).
7. We strive to improve the skills of the trainers themselves. Through their qualification for training, presentation, facilitation, interactive discussion and role-playing skills, and improve their understanding of English, which has become a universal language, Even if the training material in Arabic is written.
8. Set up the training in advance, I.e. directing trainees to prepare inquiries, short projects and presentations to facilitate interactive application during training.
9. Identifying the leader as the “leader” among the trainees themselves, He is responsible for controlling the training process, And help the coach manage the time, and record the training knowledge gained, and monitoring and follow up Etc.
10. Take advantage of the skill of participants in identifying distinguished and able trainees, and focus on their value-added participation, They are assigned tasks dedicated to motivating them.
11. Through actual tracking and interactive questionnaires, The impact of training on improving the efficiency of the workers concerned is examined, Activating the role of institutional and corporate HR managers.
12. Let qualified trainers get rid of the exclusive monopoly of commercial training companies, Create “honest and transparent” direct channels of communication between government agencies, industry and financial services companies and qualified professional trainers!
13. Look for an Arab (non-profit) site that serves as a public platform for publishing articles and management experiences, To facilitate direct communication between companies and qualified trainers, Away from the greed and intrusion of “training brokers”. Perhaps (I think) that the site of Edara.com is the most qualified and best to do so a leading role “unprecedented”!
    Last but not least:
14. List the names of qualified trainers in the main training areas desired, Compile a resume and create a database to avoid trafficking in trainers, competencies, amateurs, intruders and retards!

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