The value of investing in staff training

I was watching a documentary about Cheetahs, the cheetah was captured on film stalking, chasing, and killing a gazelle, one bite and the gazelle was done.

The Cheetah looked up and around after taking down the gazelle, it noticed a pack of hyenas eyeing his catch, within no time, the cheetah was forced up a tree, only to look down on the Hyenas taking over and devouring his kill, after he did all the hard work.

Similar in business, some people do the heavy lifting , others pounce in to take credit.



Changing dynamics - impacting your operations

· The UN great reset supported by various regions and level of government

· The green New Deal

· Climate Change and

· Carbon Taxes


There is a housing crisis, a health care crisis, an education crisis, an employment crisis, a mental health crisis, and an addiction crisis.

Let’s not kid ourselves with illusions about confinement, which is like a lid on the pot: the current climate is gloomy at best, eruptive at worst, in any case very unstable. Everywhere, poverty and anger are increasing.

The UN Statement “To achieve a better outcome, the world must act jointly and swiftly to revamp all aspects of our societies and economies, from education to social contracts and working conditions. Every country, from the United States to China, must participate, and every industry, from oil and gas to tech, must be transformed.”


Companies can and should do much more to bring down their own business waste and emissions.

Beyond retaining their social licence to operate, this is mainly about companies managing risks, preparing for anticipated changes in regulations and preparing their business models for a low-carbon future.

Many executives share a common view that acting on waste mitigation zero emissions and climate is not only a responsibility, but also a source of competitive advantage in their respective sectors – in terms of reducing cost, fulfilling the needs of future customers and social responsibility.

To become a more sustainable, efficient and profitable organization, with a substantially lower risk profile and a greater capability to rapidly adapt to change, organizations must ready their organization and change behaviours and culture that will enable and support continuous change.

Most organizations are structured by departments and program areas, by default this structure does not support dynamic change and demands in a reasonable time with minimum costs. The result of this inaction is increased costs, longer project durations, under performing infrastructure and client and stakeholder frustration, ultimately it impacts the bottom line and your ability to stay relevant, and profitable.

Today, companies’ survival and operational plans based on being flexible and quick to change in order to survive. Companies embark on new programs to train their employees to ready and prepare for continuous change.

Much of this training is, unfortunately, worthless, with less than 23% benefits realized from staff training.

What is going wrong and how can we fix it?

Most training programs and decisions on who should be trained lack focus. Companies don’t train employees in the skills most critical to the business’s stage of maturity and transformation path, they send the wrong people to the training, over-train them and spend too little time and effort on implementation of learned skills. As a result, the training is lost over time.



No plan to implement learning from training.

Often programs fall short of being both relevant and useful—criteria that should be mandatory. Relevant and actionable training enriches your operations and stakeholder experiences, energizes staff and ideally influences culture change making staff more involved and loyal in the company.

Relevant and actionable training offers a practical skill critical to this stage of organizational development. It should be essential to the job you have to perform in the next six months — not the next two or three years. Any implementation of training not implemented within two to six months will soon be forgotten or will create ad hoc implementation and chaos.

Many organizations, are their own worst enemies and attempt to hold training and team building workshops in boring long-drawn-out sessions that are typically ineffective. The most effective training is done in short bites, with access to instructor support and coaching post learning.

So how do you fix these problems? It takes a reality check.

We can help you plan to train later. For training to have real value, your company must first have a clear strategy and execution plan in place. Your strategy should clearly articulate the core skills and capabilities required to support the functions and their interdependencies that will make execution possible. Your training should then focus on these skills and competencies. Otherwise, it is probably just a nice idea and a costly waste of time.

Anyone selected to attend the training should be those responsible for acting on it. If they won’t be on the front lines using it, they shouldn’t be there. They won’t be sufficiently invested in absorbing what is being taught.


Real life experience trumps fancy diplomas. To avoid training that is mind-numbing or useless, make sure the trainers have actually worked in your field. Try a small engagement with a trainer before committing to a bigger one. One way to tell a good practitioner is whether he or she makes things look and sound simple and is focused on action.


Plan for sprints, not a marathon. Many trainers will encourage long sessions because these fit better into their travel schedule. Resist their pressure and find someone willing to offer shorter sessions.

Let’s say you’re doing transformation training. Devote about 10% of employees’ time to training, 50% to implementation, 40% to repetition and teaching others and 10% to analysis of results.

Programs should be a series of sprints: train, implement, train, implement, until what is learned becomes a habit.


Road test the training. During the implementation and repetition phase, give employees access to tools and environments where they can apply and practice what they’ve learned. The environment and tools are the bridge between theory, actual knowledge and practicality.


Spend less, not more. Successful training doesn’t require millions of dollars. Using more effective methods will reduce what you spend. You do, however, need to commit time to implementation, repetition and assessment of what you’ve learned for several months after the initial training session—or your training won’t work.

We constantly assess and identify the core skills and competences that we need to best support industries current environment. We constantly assess, interview and investigate topics among all our clients and stakeholders and target workshops to mitigate Social, Economic, Environmental and Geo Political (SEEC-GP) risks and consumer demands while optimizing all resources across the value chain. best practices, theories and concepts in these areas.

We help you identify Who will implement What — and When that will happen. Training without implementation is just a journey away from the office, lost opportunity and productivity costs.

The question to ask yourself is: What benefit will be realized form the training and by when? If not, don’t waste your time and money.