Don't pay for training: Remove rewards
Is undesired performance rewarded?
Your people might have everything they need to do the job properly; the tools, the skills, the expectation. So why would they continue doing the job badly? Perhaps they receive rewards for doing so.
Why would your people change their behaviour if they are getting rewarded for poor performance? Don’t pay for training without fixing this first.
If your people find doing the wrong thing a better outcome for them than doing the right thing, you need to look at why this is the case.
For example, let’s say you have a team of call centre workers. They are required to run new customers through some key things they can expect when they sign up to a new service. The outcome of doing this means the customer won’t need to call back later to clarify information. However, your people receive feedback on how long they take on each call and are given targets and commissions for completing sales over the phone quickly.
If not asking for customers' additional information results in a quicker call time (and meeting call time targets), why would your people make the effort to spend an extra five minutes on the phone (the desired performance)?
Watch your people complete the undesired performance and understand if there are any rewards that they receive for not doing a good job.
If doing a bad job gives them rewards, why would they do a good job?
This is part of a series of posts that shows the steps you should take before creating training. Here's the full list.