Creating and delivering “sticky” corporate training requires two basic things. First, any attempt to apply the content must bring some type or form of immediate and verifiable financial value to the company. Second, the content must be able to create some type or form of personal benefit for the student. If either one of these elements is missing from the equation, the training simply won’t stick to the wall.
For example, consider Six Sigma training. If successfully completing a Six Sigma Black Belt Certification Program does not bring any type or form of benefit to the student, do you suppose that person will become or remain passionate about using Six Sigma to only the company’s benefit? Of course not. When this happens in a company, Six Sigma will naturally die on the vine, so to speak.
On the flip side, if Six Sigma projects do not yield verifiable financial benefits to the company, do you suppose the company will continue to support Six Sigma and dedicate resources to the realization of its aims? Of course not.
Furthermore, if the training goals are not measured, reported or tied to executive bonuses, how long will Six Sigma be sustainable? Obviously, not long. Like it or not, the acquisition and practical application of knowledge must yield benefits that are real (i.e., verifiable and traceable) — for all parties that come to the table.
If you are called to the dinner table and no food is served, how long are you going to stay at the table? Granted, the table conversation may be great, but sooner or later your stomach will drive you elsewhere.