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Jennifer will use "Help Them Grow or Watch Them Go" coaching cards with employee in order to engage employee and learn their  development style. Some examples of cards are: "What one skill would help you be twice as effective?" and  "When do you feel most alive?" 

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Jennifer will use "Help Them Grow or Watch Them Go" coaching cards with employee in order to engage employee and learn their  development style. Some examples of cards are: "What one skill would help you be twice as effective?" and  "When do you feel most alive?" 

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Jennifer will use resources like the ones below to help employee with remembering/reinforcing.

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According to the Association for Talent Development's 2014 State of the Industry Report, organizations spend an average of $1,208 per employee on training and development. For companies with fewer than 500 workers, that number is even higher, coming in at $1,888 per employee. How do you ensure those dollars result in a change of skill and behavior? Reinforce training:

1. Application Homework: The time between training days offers valuable opportunities for participants to practice skills in real-life situations. Assignments can be given to participants, creating an opportunity for them to practice new skills, while still having access to a skilled facilitator. Simple example assignments are to use reflective listening with someone and take note of reactions from the speaker, or, to visit a competitor's store to see how sales associates greet them.

2. Participant-Built Action Plans: At the conclusion of workshops, participants can be asked to develop a specific action plan, choosing where and when to use the skills. They can be asked to have a review of the plan by a facilitator or peer. The plan is aimed to support their use of workshop models and skills-at work, where it counts. To really drive home the point, make copies of the plans and email them back to the participants periodically as a reminder to take action.

3. Skill Cards and Toolkits: Some skills are learned, but then not used frequently. For example, confronting poor performance and conducting hiring and selection interviews. In these situations, it can be useful to have a reference card or toolkit that acts as 'training wheels' when the skill is implemented on the job. In some cases, a strong toolkit can even be a replacement for formal training.

4. Reinforcement E-mail or Text Series: Send a series of reinforcement emails to participants after any facilitator-led portion of learning. These emails or texts can include case situations, on-the-job application suggestions, readings and motivational quotations. Reinforcement texts also serve as reminders to practice and use the skills taught during the course.

5. Follow-Up Webinar Sessions: Include brief (30-minute) reinforcement sessions delivered via web conference once every three months for one full year after the completion of formal learning. These sessions are an opportunity for participants to check-in, share experiences and discuss both success and challenges. They may also contain practices and role-plays to help reinforce skills learned and help participants feel more competent and more natural when using the skills. Each reinforcement session can be recorded and can be made available online for replay.

6. Provide Coaching or Open Office Hours: Allow participants to access facilitators one-on-one or within group coaching settings. Structured agendas for the coaching can include problem solving of challenges faced or introduction of enhanced skill models (for instance, using Interaction Styles to on-board new team members or across cultures). Having access to 'experts' can help participants have confidence to try out new skills.

7. Hold Manager Debriefing Discussions: Provide managers of learners with a structured agenda to hold a conversation about what was learned and how best to apply in the organization. Even a 15-minute discussion embedded within weekly touch-bases or other meetings can boost retention and application.

8. Alumni Participation in Future Cohorts: Alumni of formal learning programs are powerful support networks for the current population of learners. The key here is to use alumni in significant ways: teaching segments, presenting case situations or observing and giving feedback during practices. The more the alumni are responsible for, the better they will prepare and integrate their learning into the workplace.

9. Participant-Driven Observation and Feedback Checklists: Provide feedback checklists to participants along with a structured agenda for them to use in asking someone such as a peer to provide formal feedback. On topics such as presentation skills, meeting management and customer service, on-going feedback reinforces the learning process. And, by giving the checklists and method to use to the participant directly, you can avoid the challenge of over-reliance on managers for feedback.

10. Publish Learning Maps: Often, organizations have e-learning, access to reading libraries and other resources for learning available. Create learning maps that list all skills and concepts covered and links to additional resources to use in order to learn more. These simple learning maps can encourage the motivated participant to dive deeper into topics of interest to them.

11. Demonstration Videos: Create standalone demonstration videos for specific skills. These videos act as a 'close-to-real' way for participants to review skills and see them in action. Participants who see the skills modeled are more likely to implement them.

These eleven ways to reinforce training are options for ensuring learning transfers to the workplace are just a few of the many ways to increase the potential for ROT (return-on-training).

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11 Ways to Reinforce Training - PPS International Limited

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Ensure the investment of training results in a change of skill and behavior by using one (or more) of these ways to reinforce training.

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Jennifer will provide feedback to the new employee using previous experience and tips like the ones listed in the article below: 

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Jennifer will provide feedback to the new employee using previous experience and tips like the ones listed in the article below: 

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Giving effective feedback is crucial in the development and retention stage of employee experience.

Yet, it is easy to make mistakes while giving feedback.

For example, choosing a wrong setting, piling up criticisms, and having negative body language might do more harm than good.

This is where an effective employee feedback strategy comes in.

Providing effective feedback guarantees that your message gets across clearly, and your workers become motivated to perform better.

🔭 What is effective feedback?

Effective feedback refers to giving valuable and corrective information to employees to improve their performance. Effective feedback can be positive and negative, and usually focuses on a specific behavior or situation.

For your feedback to be effective, it needs to be:

Proactive: feedback should occur shortly after an event so that employees can address inefficiencies immediately.

Specific: focus on a particular thing the employees have done, not their entire experience within the organization.

Objective: give feedback based on what you've studied and not your personal feelings.

Constructive: must have no undertone of judgment or involve nonviolent communication. Instead, it should highlight employee shortcomings, the organization's large-scale impact, and provide an action plan.

Consistent: effective employee feedback should be a recurring and systematic process. Depending on your organizational structure, you can conduct a weekly, annual, or quarterly performance review.

👀 How to give effective feedback to your employees with examples

Start with the positive

You might be tempted to pack the feedback sandwich with your lunch. A feedback sandwich is when you praise your employee, call them out on their mistakes, and then praise them again. If this is you, start doing the opposite.

This method beats around the bush and makes it hard for employees to see your main point. Instead, begin with a positive comment. This could be about your employees' latest achievements or a project they're currently working on.

Say something along the lines of, "Anna, I'm really impressed with your UI design for our fitness app. You're setting a great example for everyone on the team." Then proceed to deliver constructive feedback phrases.

Here's how you can do that without sounding intimidating:

Pause after giving positive feedback. Allow your employees to process what you've just said and respond.

Tell them why you've set up the private meeting.

Avoid using 'buts'-alternatively, separate positive and negative feedback. For example, "First, I'd like to say... (offer praises). Second, I strongly feel it'd be best if you... (give constructive feedback)".

Be specific

Let's take a look at these two examples:

"Anna, I love the new interactive buttons you've added to our fitness app. I just feel that they're conflicting with the theme. Can you reduce the sizes?"

Versus...

"Anna, great job! But you need to improve your designs."

The first statement is specific feedback. It tells the employee their strengths and where they need to make changes in their work. Meanwhile, the second statement is generic and confusing. It doesn't show the UX designer what it is about the designs that they need to modify.

In giving specific employee feedback like the first statement,Michael Alexis, CEO at teambuilding.com, says:

My number one tip for giving employee feedback is to be more direct. Try asking your team members, "on a scale of 1 to 10, how direct are you with feedback?". Many people will answer "6 or 7 or 8", explaining that it helps cushion the message and protect the recipient's feelings.

Then, ask a follow-up question of, "on that same scale, how directly do you want to receive feedback?". You will hear a lot of 9s and 10s. The point is that people want direct feedback and are more resilient than you may think. When you give people clear and transparent information, you also give them the opportunity to respond, explain, improve, and so on - it's a win-win."

Be objective

Objectivity in giving feedback means referring to behaviors that you observed yourself. Don't base your feedback on rumors and hearsays circulating the workspace. Instead, turn your observation into data points to make your feedback solid and impactful.

For example, don't use phrases like, "You're always late to work, and it's beginning to affect your performance." This statement creates room for defensiveness with employees who are likely to counter your opinion instead of adjusting their behavior.

Instead, go with the Situation-Behavior-Impact Model.

For example, say, "For the past three days (the situation), you've been absent from meetings (the behavior), and I've noticed how it's affecting the progress of our current project (the impact)."

Leading the conversation down this road shows that you're aware of the problem. You've seen how it affects everyone, and now you're taking proactive steps to solve it, regardless of your personal feelings towards the employee.

Leanne Renninger, Founder of LifeLabs Learning, says that another reason for going with this approach is that it reinforces positive behavior:

"We want to be able to specify exactly what we want the other person to increase or diminish. And if we stick with blur words, they actually won't have any clue particularly on what to do going forward to keep repeating that behavior."

Steer the conversation away from personal habits. Keep it focused on the situation, not the person.

Don't assume your employees have all the background context. Define the nature of the problem and show them why it's a problem.

Don't be afraid to give negative feedback. Avoid softening the blow with a feedback sandwich.

Hear their side of the story. Be open to the possibility that you're a contributor to the problem.

Use these actionable feedback tips to maintain objectivity:

Give Actionable Advice

In contrast with the feedback sandwich, effective employee feedback starts positively, places constructive criticism in the middle, and ends with actionable steps that will give employees the opportunity for improvement.

It's vital that you provide these steps after relaying the bottom line of your feedback. This will help your employees feel confident afterward as it shows your concern for their progress and your care for their success. Their focus then shifts from the negative aspect of your feedback to moving forward.

For instance, you can say, "One of the habits that have helped me come early to work consistently is completing half of my to-do list the evening before. Would that also work for you?"

Schedule follow-up meetings

Share relatable solutions. Mention how those steps have worked for you or use other case studies.

Provide them with the necessary resources.

Call out positive actions you'd like to see more.

Other actionable steps you can take include:

Make feedback frequent

32% of employees have to wait more than three months to receive feedback from their team leader.

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The feedback frequency depends on your organizational structure and schedule, but ideally, you should give feedback shortly after a situation occurs. The sooner you provide employees with feedback, the sooner they can make the necessary changes.

CEO of SnackNation, Sean Kelly, says that:

If you don't do that, other things will fill the space in the gap. You won't see that person or connect with them personally for another four to five days or a week or two weeks. By that time, you've lost your chance because then it's going to seem weird. If you bring it up, it's like, "What? Have you been sitting around and feeling this way?" or "Have you built up any resentment?"‍

In such a scenario, employees are more likely to forget certain situations or behaviors. This will make it harder for you to solve problems.

Yet, at the same time, frequent feedback can quickly become overwhelming or come off as micromanaging.

Check your motives before giving feedback. Are you doing it because you are irritated or genuinely want to improve the situation?

Use feedback tools to complement a formal meeting-for example, Qualtrics, Impraise, and Weekdone.

Observe the environment. If your employees are tense or emotional, it's not the right time-wait until the heat dies down.

Here's how to prevent that from happening:

Communicate face-to-face

Meeting one-on-one with employees is essential for establishing trust. It will allow them to read your body language and know if you're being transparent. It will also stimulate productivity as the employee would take the situation more seriously than reading your feedback through email.

Moreover, giving written feedback can higher the chances of misinterpretation. Your employees could easily mistake your exclamation mark as a sign of anger or yelling. In reality, you're trying to tell them the situation is urgent.

On this note, Alexandria Butler, Founder of Sista Circle, advises that:

Want to give effective employee feedback? Get to know your people.

Everyone communicates differently, and everyone has different triggers. There is power in spending time with your team members to get to know them as humans.

Ask them about their favorite professional relationships and their worst professional moments. Understanding someone's personality and pet peeves will help you to provide the best feedback possible-in the best way possible.

Create a comfortable environment to encourage employees to speak up. Host the feedback session in a private meeting room or office.

Maintain good body language. Make eye contact to show your interest. Don't angle your body away from them (eagerness to leave) or cross your arms (hostility/defensiveness).

To do that:

Zavvy's Conversations that Matter: Checking-in message

Note: To help people understand each others' personality, highs and lows, we developed a dedicated routine: "Conversations That Matter."

It is a fun bi-weekly connection routine that brings people together and encourages them to take about their "highest highs and lowest lows".

Listen first

Remember that the goal of feedback is to improve employee performance, not to intimidate or corner them. The process is also about you. Having one-on-one feedback sessions with employees can shed light on unconscious managerial mistakes you're making.

Maciek Kubiak, Head of People at PhotoAiD, says that:

Listening and attentiveness are two very key tools you can count on to make your team more productive. Since constructive feedback is given in a conversation, when the other person on the team feels listened to, it cultivates trust and confidence between employees and the company.
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In addition, both parties must listen to each other to dialogue and find opportunities to improve the work team's performance. Likewise, this allows a positive work environment to become a reality in organizations that encourage active listening and constructive feedback in this way.

Listening also prevents you from getting stuck trying to fix an unfixable problem.

For example, the reason your employee suddenly starts showing up late might be due to family responsibilities. They may have infants or dependents who need care before leaving the house.

When you can identify the source of the situation, you can provide realistic solutions like opening a daycare unit for parents or updating their leave policies.

Minimize distractions in the environment. Switch off devices and provide your undivided attention.

Learn soft communication skills to develop your emotional intelligence.

Ask for suggestions for improvement to sharpen your leadership skills.

Become a better listener to your employees with the following steps:

💡 Check out: 30 constructive feedback examples for specific skills and behaviors scenarios and 36 examples of constructive feedback for high performers.

👂 How to receive feedback in the workplace

Effective feedback works both ways: for HR leaders to become better at their jobs and employees to refine their behaviors and performances.

If you find yourself at the receiving end of feedback in the workplace, the first thing you need to do is listen. Listen to the input, and don't interrupt your employees during ongoing feedback - wait until they're done talking.

But it's not just about being patient in listening. Be open to the speaker's suggestions and ideas. When you've heard it all, mind your responses. Actions speak louder than words, so the slightest raise in your tone or change in your body language can send a negative message.

Ask questions and for examples of instances where you've made mistakes to get clarification. Reflect on what you've just heard, and don't be quick to make excuses. Instead, think of the validity of the feedback. The speaker is only a fraction of the total headcount in the organization, so you don't always have to act on it.

Practice anger or stress management. Perform breathing exercises to build tolerance for uncomfortable situations.

Appreciate the feedback to encourage openness.

Own your mistakes and apologize when necessary.

Double-check with other employees to see how accurate the feedback is before making decisions. Here are some additional steps you can take to receive feedback professionally in the workplace:

🤝 How to establish a feedback culture

A feedback culture refers to the habit of sharing peer-to-peer feedback within an organization. A good feedback culture is one where employees feel they can share their thoughts, regardless of the role of the receiver. Employees are more likely to fall in line with feedback if they see that their leaders practice what they preach and that no one is above the system.

The following best practices will help you implement a healthy feedback culture in your organization:

Who gives the feedback

Who receives it

The frequency and procedure

The goal and expectations

Give feedback training

Every staff in the organization should learn how to receive and give feedback, from the lowest rank to the top of the hierarchy. It helps if you construct a guideline or a training course to streamline the feedback process. Your feedback guideline should define:

Organize training classes to teach effective communication. Share materials or resources to promote fast learning. For example, consider the Johari Window model- a popular tool to illustrate and improve self-awareness and mutual understanding of teammates.

Tip: Share the materials in the form of digital how-to guides and videos.

Leverage multiple communication channels

Many organizations find it challenging to establish a good feedback culture because of their span of control. Managers have too many staff under their wings, making it impossible to have 1-on-1 time with employees. So they depend on group feedback.

The major disadvantage of giving group appraisals is that it doesn't allow you to zoom in on one employee. Employees won't know precisely what they're doing right or what specifically is wrong with their routine. The best strategy is to combine multiple feedback channels.

360-feedback: is a comprehensive feedback system where everyone gives their input. For example, managers, supervisors, and even customers.

360 Feedback types on Zavvy

Virtual feedback: eliminates physical meetings, effective for remote workers.

Anonymous feedback: hides the identity of feedback participants. Employees are more confident to speak up when they have been guaranteed no consequences.

For instance, assess the situation to determine what feedback structure would work. Group feedback is ideal for when you need to align multiple employees with a particular goal or outcome. But if you need to connect with employees on a deeper level, 1-on-1 discussions are the key.

Other feedback channels you can use include:

Make it a routine

Hold your employees accountable for their actions after receiving feedback.

Tip #1: Create a system that measures employee progress, such as setting Key Performance Indicators (KPI) or SMART performance goals.

Tip #2: Encourage your employees and their team leaders to establish check-in routines to share feedback. This way, you combine quantifiable data with face-to-face interactions and devise tangible solutions. 1:1 meetings are a great format for this.

🌈 Benefits of feedback in the workplace

Increases motivation

Organizations that invest in effective feedback witness a 2.5x increment in employee engagement.

When you give feedback, employees experience self-awareness.

They become enlightened on the true extent of their impact on the organization and how well they're doing. If they are slacking behind, they'll be motivated to perform better.

Continuous learning

75% of employees are caught up in monotonous tasks and prolonged hours in the workplace. This can place a strain on their wellbeing and performance, causing burnout.

However, regular and effective feedback can prompt them towards learning something new and upskilling themselves.

Improves relationships

Imposing your opinions and focusing on negative aspects during feedback can cause employees to develop feelings of resentment towards you. On the contrary, when you give effective feedback, it establishes a trust system where workers can tell you anything.

It also improves relationships at the candidate experience level.

‍ 52% of candidates said they would reapply at an organization if they received hiring advice or feedback on their performance after rejection. This positive relationship can boost your referrals. Such candidates are most likely to leave good reviews about your organization.

Good for personal development

Studies show a link between positive feedback and self-efficacy. Feedback can boost employee self-esteem when given effectively. It will make them think, "I'm a productive worker. I just under-performed today. However, I can be better if I follow this process".

On the other hand, utterly negative feedback tells them, "you're not good enough," which can affect their mental health.

🏆 Use effective feedback as a driver for growth, with Zavvy

Giving feedback can be hard. No one likes being the bad guy in the conversation, but you don't have to be. It gets easier when you don't leave your employees to figure out mistakes on their own.

When giving effective feedback, don't just tell your staff that they are doing something wrong, but offer solutions.

How Zavvy helped Taktile automate giving feedback to their new hires

Work together to devise solutions instead of barking orders at them. Lead the conversation with bulleted lists of what they can do to improve and add them to an employee development plan.

Ready-to-use feedback cycle templates designed by qualified learning scientists using research-based best practices.

A highly customizable 360° feedback builder, allowing you to build feedback and performance review processes according to your specific needs.

Iterative feedback and Growth Plans.

With our Skills Matrix feature, you can visualize, calibrate and analyze competencies and skills that add to the organization's unique competitive advantage.

Unlock a new level of employee performance and skill insights with Zavvy

Holistic people development with Zavvy

When they improve, recognize their achievements.

Establishing an effective feedback system is not a day's work. However, with consistency in the above practices and positive reinforcement, you can experience better results in your organization over time.

Create the feedback system of your dreams with Zavvy's 360 feedback software.

With Zavvy, you'll get:

📅 Book a demo to see how to craft the best feedback system that enhances your organization's productivity.

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7 Tips for Giving Effective Feedback to Employees + Expert Advice | Zavvy

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If it's done improperly, feedback may cause negative impacts. Learn how to give effective feedback in the workplace with these 7 feedback tips.

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Jennifer is currently taking a Coaching course and the skills learned in that class will her provide effective feedback.

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Jennifer is currently taking a Coaching course and the skills learned in that class will her provide effective feedback.

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The trainee needs to learn about the OLLI program. Their first homework will be to thoroughly review the UoP OLLI website. 

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The trainee needs to learn about the OLLI program. Their first homework will be to thoroughly review the UoP OLLI website. 

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The Osher Lifelong Learning Institute at University of the Pacific is a non-profit education program designed for people ages 50+ and open to all adult learners. Each year OLLI provides intellectually stimulating non-credit classes, interest groups, local and international trips, and special events for its members.

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The employee will have access to job aids that they can use for processes. In example, here is some of the tutorial to use the Banner database system.

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The employee will have access to job aids that they can use for processes. In example, here is some of the tutorial to use the Banner database system.

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The trainee is required to learn how to use zoom. They will use the following video to learn the zoom basics.

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The trainee is required to learn how to use zoom. They will use the following video to learn the zoom basics.

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How do you reinforce and sustain learning transfer and retention after training?

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Learn how to follow up with your learners, provide feedback, support, and opportunities to practice and review their skills.

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The new employee will need to learn how to use the Passport app. OLLI members will need to use this app to reserve parking in the fall and the employee will need to be able to teach members how to use the app.

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The new employee will need to learn how to use the Passport app. OLLI members will need to use this app to reserve parking in the fall and the employee will need to be able to teach members how to use the app.

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Passport Parking App - Park. Pay. Be on Your Way. ©

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What does the next revolution in parking look like? The Passport Parking app. Pay, extend and manage your parking session from your mobile phone. It's easy!

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The employees main support will be Jennifer. They are the only two UoP OLLI employees so they will need to develop a mutual rapport and trust. Jennifer can use a resource like thee article attached for tips on how to support her employee and herself.

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The employees main support will be Jennifer. They are the only two UoP OLLI employees so they will need to develop a mutual rapport and trust. Jennifer can use a resource like thee article attached for tips on how to support her employee and herself.

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How to Be a Supportive Manager When Times Are Tough

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As disturbing world events continue to unfold, it’s understandable that your team’s minds are elsewhere. As a manager, what can you do to support your team right now? How do you balance the need for compassion with the need to still get work done? The author offers recommendations for how to manage…

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There's a lot of knowledge emerging around the topic of post-training reinforcement and why it's a critical factor in seeing behavior change, on-the-job application of training, and improved ROI. To help you better understand what you can do to successfully reinforce employee training, we've pulled together answers to these common questions:

What is training reinforcement?

Training reinforcement involves providing strategic content as a training follow-up, using the spacing effect to help the brain recall information and transfer it to long-term memory. Post-training reinforcement supports behavior change and on-the-job application by increasing a learner's retention of knowledge gained during training.

Why do I need to reinforce employee training?

The object of training is for people to learn, but learning is not an event, it's a process.

In an article with Training Industry, Cynthia Clay describes the learning process in these four steps:

1. Learn it (being exposed to new information)

2. Encode it (transferring that information from short-term to long-term memory)

3. Recall it (retrieving it from short-term or long-term memory)

4. Apply it (committing that new knowledge to long-term memory)

When employee training only addresses the first step in that process, and the learner needs to use the information several days later, a lack of training reinforcement means they won't be able to recall what was learned and use it on the job.

Without training reinforcement, the brain has no indication that the information learned is important to keep, and its natural cognitive processes will flush that information away instead of transferring it to long-term memory for future use.

How much do people forget after training?

While there are several factors that go into the amount of forgetting that happens after learning something, the research indicates that people forget approximately 50 percent of training within just one hour, and 70 percent at 24 hours. Within 30 days, that amount of forgetting increases to 90 percent.

The forgetting curve, developed by psychologist Hermann Ebbinghaus, demonstrates how quickly memory retention drops after learning new information.

How much does it cost if we skip training reinforcement?

When your employees don't have any follow-up to training, your program is losing 50-90% of resources spent on learning. It's just being flushed away by the brain's memory processes. Compare that percentage to your training budget and you can see that skipping out on post-training reinforcement is definitely not cost-effective.

"Indeed, although corporations spend 60 billion dollars a year on training, this investment is like pumping gas into a car that has a hole in the tank. All of your hard work simply drains away."

- Dr. Art Kohn

How can we make sure employees will retain what they've learned during training?

To ensure training isn't forgotten before employees have a chance to use what they've learned on the job, you'll want to use Ebbinghaus' theory of spaced retrieval. This means sending "boosts" at periodic intervals after training.

The brain will naturally forget what it isn't using, so to prevent that from happening, a boost will force the learner to recall the training, and signal to the brain that this is important information worth keeping.

With this kind of process, you can systematically help your employees to move training from the "forgettable" short-term memory into the long-term memory. That's how they'll learn new skills and improve performance.

Where should I start with creating training reinforcement?

In order to save the time it takes to set up post-training reinforcement manually, a simple answer to this conundrum is investing in technology to automate the process for you. There are a few out there that have different features, so looking into that option is a great place to start and get the ball rolling.

This step-by-step guide will walk you through the basic principles and provide examples of how you can incorporate reinforcement into your training program.

What kind of content should I use to reinforce training?

An important point here is that reinforcement is not simply about studying for memorization. The goal of training reinforcement is to extend the learning process and provide content that allows the learner to think critically about how they'll apply that new knowledge on the job.

In a study by Dr. Henry Roediger and Dr. Jeffrey Karpicke, they found that participants who were tested on materials several times fared much better than those who only studied the same material when it came to long-term learning retention. See this article for more on their studies.

For training reinforcement to be most effective for your employees, you'll want to use content that tests them on what they've learned, and helps the brain apply that information in new ways.

Types of post-training reinforcement content should include:

Multiple choice questions

Short answer questions

Poll questions

Micro videos on similar topics

Thought questions

Also keep in mind that multiple choice and short answer questions are best for early follow-up, while thought questions should be sent later within your reinforcement program. This allows the learner time to absorb the information, think through its application, and experience it on the job.

What are the best intervals for reinforcing training effectively?

The intervals you choose would depend on the depth and breadth of your training content, but the point here is to interrupt the forgetting process. A good outline to follow is sending boosts two days after training, then seven days after, fourteen days after, and one month after: 2-7-14-30.

Quizzes are recommended for immediate training follow-up, and then two days afterward you would send the first boost.

The research on spaced retrieval by Ebbinghaus showed that learning retention improves after some forgetting has occurred. This is why if you cram for a test the night before, then don't use the information again after that, a month later you'll have forgotten nearly all of it.

Sending boosts in spaced intervals helps learners recall information after some forgetting has occurred, which in turn strengthens the memory for the next time it's needed.

Should training reinforcement questions be easy or difficult to answer?

When you're sending questions to help someone recall what they've learned, making it too easy is not helpful. The goal here is to force the brain to remember, even if it's difficult and they answer the question incorrectly. Correctness is not the point with training reinforcement questions.

If the learner does answer incorrectly, be sure to provide the correct answer right away.

How can we keep employees accountable with completing training reinforcement?

No matter what type of training you're delivering, the easiest way to track completion of reinforcement questions is by utilizing a post-training reinforcement solution, which will allow you to see when questions were sent and how they were answered.

How can we make sure employees are changing behaviors after they go through a course?

Manager involvement is an important aspect of making sure training sticks, and that's certainly the case here. Managers need to be aware of the training that has taken place and the expected behavior changes from that training, so they can observe whether or not the training has proven effective.

You can also include thought questions with your training reinforcement program where you ask for the learner's perspective on how they've put the training into practice. This will give you a well-rounded picture of your training program's outcomes.

Is there technology available to help me automate post-training reinforcement?

Utilizing training reinforcement technology is certainly the simplest way to ensure your training program is maximizing ROI. Whether you're looking for a full platform to customize and deliver your own post-training reinforcement, or you need a content library with this capability built in, there are training reinforcement tools to fit your needs.

Increasing learning retention is one of the most effective ways to improve your training program. With a process-driven, strategic approach to retention, you can increase your ROI and create change in your organization. Want to learn more about learning retention and strategic training?

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Post-Training Reinforcement Q&A: Why and How to Use It

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Learn how to effectively use post-training reinforcement for higher employee learning retention with these common questions and answers!

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OLLI uses Wufoo forms for many reasons, RSVP’s, Evaluations, etc. Trainee will need to learn how to use this tool.

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OLLI uses Wufoo forms for many reasons, RSVP’s, Evaluations, etc. Trainee will need to learn how to use this tool.

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Wufoo is an online HTML form builder that helps anyone create beautiful contact forms, online surveys and event registrations without writing a single line of code.

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As professionals continue to adapt to remote work culture, many have expressed their desire to learn more skills. The pandemic has given employees plenty of time to think about how they would like to hone their talents and abilities in the workplace.

As a leader, it's important to keep this spark for additional knowledge alive with some extra encouragement. To do this, 16 members of Forbes Human Resources Council share some strategies for helping employees develop their skill sets.

Forbes Human Resources Council members share their insights.
Photos courtesy of individual members.

1. Establish A Learning-And-Development Team
Appoint a leader to establish an L&D team. Outsource an educational service or implement a technology platform that offers various courses focused on hard and soft skills. Incentivize employees by gamifying the learning process. Offer badges and certificates earners can display and then encourage them to put their new skills into practice through project-based work external to their usual jobs. - Tammy Harper, CAI
2. Encourage Experiences
Experience is one of the best ways to develop new skills. At Zenefits, we combined career development with experiential learning and made it a core part of managers' roles, to understand what an employee wants to learn or do and build a tailored plan with them-complete with milestones and accountability. Examples include stretch projects, mentoring others or skills to help in their next job. - Danny Speros , Zenefits
3. Form Support Groups
Companies must have learning support groups to encourage and help employees be better educated. Learning is a hyper-personalized activity, so the content should be democratized and available to all employees based on their needs. Additionally, well-crafted learning paths that are aligned to the company structure can help employees to grow faster. - Pradipta Banerjee, emids Technologies
4. Leverage Digital Courses
Ongoing digital literacy courses can upgrade the skills of workers. It is essential that employees can navigate the digital world using reading, writing, technical skills and critical thinking. Technology is evolving, so employees must understand technology like a smartphone, personal computer and more, while working at home, to find, evaluate and communicate information in any workplace. - CJ Eason, Hired In Michigan Career Institute
5. Tap Into Online Resources
One result of the pandemic distancing standards has been a tremendous increase in the online learning options now available. Whereas a respectable percentage of vendors offered online options prior to the pandemic, now the majority do. Tapping into these resources for your staff by purchasing memberships to these platforms and making them available for staff development is key. - Rebecca Edwards, Infinite HR of Charlotte
6. Make Employees Feel Supported
Many organizations position skill development as employee-owned, yet employees still feel like their needs aren't being met and many leave as a result. Employees are more likely to say their employer provides them with the development they need when they have their manager's support. Provide managers with additional training and resources such as job aids outlining the development process. - Jennifer Rozon, McLean & Company
7. Showcase Understanding
A business must understand what its customers need and hence produce the most useful products or services. Similarly, managers must understand what their employees need to give them ideal learning opportunities. Asking questions and showing empathy is the best way to understand and create the best opportunities. - Soumyasanto Sen, People Conscience
8. Develop A Training Budget
Allow employees to have a training or personal development budget. This allows them to pick how they want to grow-seminars, webinars, certification programs and basically anything that can improve their knowledge and can also help the business. Their managers can work with them to determine the best course of action and HR can approve it to ensure it meets all company requirements. - Erin ImHof, Project Ares
9. Reward Employee Loyalty
Providing learning opportunities for employees shouldn't be perceived as preparing them to leave for their next job. While some will move on, team loyalty and company culture play a bigger role in minimizing turnover. Support employees' professional development by providing reimbursement for training seminars or even giving them the chance to cross-train in lateral positions within the company. - Laura Spawn, Virtual Vocations, Inc.
10. Hold A Career Fair
Consider hosting an internal career fair. They give employees the chance to learn more about other departments and opportunities within them. It also gives employees a reason to build relationships across the company, which inspires cross-functional collaboration. It shows that your organization encourages internal mobility and wants employees to drive their own career path - Kim Pope, WilsonHCG

Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
11. Offer Reimbursement Opportunities
Because talented employees will always have a desire to learn and grow, it's essential that employers support this in order to retain top talent. Companies should offer educational reimbursement for work-related training, courses and certifications. Employers that invest in employee education and development strengthen their workforce by incentivizing employees to build their knowledge and skills. - John Feldmann, Insperity
12. Cultivate Skills As A Team
Companies should take a collective intelligence approach to skills building. We are too focused on the individual skills of the employees but the real impact on a business unit's productivity happens when the supervisor understands the team's collective competence. People leaders should consider the sum of individual skills. What skills are missing to create a coherent and efficient group? - Léa Baltzinger, iHerb
13. Give Time Off
The greatest investment of an organization in showing their employees they're committed to their growth is the gift of time. Organizations can assist employees in their pursuit of learning by providing reasonable time off work for training and seminars. Designing this commitment company wide is one way to build a culture of learning. - Nakisha Griffin, Ripple Effect
14. Compile Resources
There's no such thing as too much content. Consider making investments in "off-the-shelf" content libraries to provide diversity in the topics and skill areas that can be developed. Then, map your content to skills so you can identify where employees are showing interest. It's a wise decision to provide content that is relevant to both the personal and the professional needs of your employees. - Matthew Brown, Schoox
15. Implement A Skill-Sharing Plan
Businesses should implement a skill-sharing plan where employees have the platform to share expertise with colleagues. This could be in the form of regular presentations on chosen subjects or a catalog of materials on a shared drive, such as briefing documents or video guides, which allows workers to freely upskill. - Niki Jorgensen, Insperity
16. Provide Additional Opportunities
Internal secondments, or temporary opportunities for six to 12 months, to change roles internally, are a great way to expose your high-performers to stretch opportunities and skill refinement. This also encourages a renewed perspective on their permanent role after the secondment and increased creative thinking. - Caroline Faulds, Canada Pooch

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Council Post: Help Employees Continually Develop Their Skills With These 16 Strategies

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Many organizations position skill development as employee-owned, yet employees still feel like their needs aren't being met and many leave as a result.

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OLLI also uses Survey Monkey to learn about what OLLI members love and what support they need. Employee will learn how to create the surveys and how to send out. 

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OLLI also uses Survey Monkey to learn about what OLLI members love and what support they need. Employee will learn how to create the surveys and how to send out. 

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Looking for targeted responses to your surveys?
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