Os funcionários seniores estão recuando em novos programas de treinamento. Como você pode lidar efetivamente com a resistência deles?

I have heard from multiple leaders that our teams don't want to learn. I believe that they have resistance because of some of their perceptions and beliefs. My way is to not try to force in spite of their resistance. However, as a true leader we should empathetize with them and try to understand their reason and clarifying their concerns without judging it as if they don't want to do it. Presenting facts with data, trends as well as the relevant examples of similar past situations, always helps the resisting employees build understanding of the need of change. Further, the organisation's vision and how has the organisation thought of their growth plans, also develops a connection of the need of the training with overall purpose.

Actully the fight is Experience Vs New Generation.... Seniors wants respect and justify reason and new Gen. Show how techy they are 😀😀 What need to done is give the traning lead to senior employees, for that first organize an orientation with proper details what the new things in trainings have been incorporated during the the last 5-10 Years and compare with era of their time. Surely they will be going to realize and come forward to change approch.. It's not a day work but gradually it will change completly... I belive no senior is adamant but want proper details and new generation want to show they are more genius.

It usually is top driven in any organization. Importance of training is emphasized by leaders more in a verbal sense than in spirit, managers and their subordinates too act accordingly thus avoiding training programs stating business exigencies and targets etc, since they are accountable for and are reviewed on these. The honest psyche is 'Work needs to be completed on time, training can wait'. 4 important areas to work on so people become inclined to participate: 1. Leaders should drive manpower upskilling Top-Down in letter and spirit 2. Organization to employ tools to assess individual training gaps and needs. 3. Customize training programs basis point 3. 4. Allocate 10% weightage to L&D in annual PMS.

Spot on! By customizing the experience, you show respect for their knowledge and encourage a more positive attitude towards the new training. This approach not only enhances engagement but also leverages their expertise to enrich the training process.

In my experience, the resistance to training is more because of paucity of time than because of unwillingness to learn. It is important for organizations to factor-in time for training and make it a part of the organisation KPIs. With time available exclusively for professional development and coupled with training objectives that are customised to suit the career levels and aligned to the organisation's vision will help make learning and development a part of the organisation culture.

We've all experienced the L&D nay-sayers at one time or another in our careers. You may not always win them over with kindness, but you incentivizing learning has worked well for the organizations I've led. Need ideas? Financial Incentives, including bonuses, salary increases, or profit sharing opportunities for completing training programs. Career advancement options, including tying training completion to opportunities for promotion, career development plans and certifications are good incentives for those looking for growth. Networking opportunities, mentorship programs and public recognition are other options to incentivize senior employee reluctant to development opportunities.

Position the training as an opportunity for senior employees to leave a legacy by contributing to a “knowledge bank” that captures their insights and experiences. Frame the new training as a platform where they can document and share their knowledge, ensuring that it is passed on to the next generation. This not only highlights the importance of their contributions but also ties the new learning to their desire to leave a lasting impact.

Training effectiveness is directly tied to whether the learner is personally invested in both the knowledge and how it applies in their work. This isn't about dissociated reward systems or pressure from higher-ups. It's about the learner having a "why" to invest their mental energy into the training experience. I believe this starts with fostering a company-wide culture (from C-level down) of continuous improvement and staying on top of the latest knowledge. From there, employees (at any level) need to understand how a given training course is a benefit to (1) what they're doing on the job and (2) the broader goals of the company. You must give them a clear and relatable answer to the question, "What's in it for me?"

I love incentivizing learning when I can. People love free stuff and they love recognition. There are people who love getting the certificate (like myself). There are people that love a small gift that gives them recognition as well. Something that only people who have done this training can get so that they can set themselves apart from the others. An employee that is able to set themselves apart feels good and gives them pride.

Assign Mentorship Roles: Involve senior employees as mentors to leverage their experience. This boosts their morale, enhances skill transfer, and prepares them for leadership roles. Encourage Team-Based Learning: Foster collaboration by including group projects and shared rewards in training. This approach: Promotes Cooperation: Teams work together, sharing knowledge and responsibility. Enhances Motivation: Rewarding teams collectively encourages engagement and accountability. By using mentorship and team-based learning, you can make training more engaging and effective for senior employees.

Identifying leaders among senior employees who embrace new programs can be transformative. They can use tools like internal mentoring platforms and feedback sessions to share positive experiences. When senior employees see respected colleagues embracing change, they are more likely to value the training, facilitating acceptance and engagement.

People really don’t like to train others or share information. I’ve been enough of a self starter to train myself, but getting information is often like pulling teeth. Starting a new job. If you’re lucky, the boss actually knows you’re starting that day. No training materials as they want you to “learn by doing”. You’re hooked up with a mentor, but they actively avoid you. Be clueless, get yelled at every time you ask a question, everybody is condescending, etc. lasts about 6 months. Miraculously by raw scrappy ambition and putting up with the condescension, put enough together to become good at your job you still regularly deal with information silos, but learn to work around them.

Ensure continuous support by providing resources and assistance throughout the training process, promptly addressing any concerns, and ensuring readily available help to smooth the transition for senior employees.

Shoul provides some continuous improvement examples including, training to the employee, scheduling for a brainstorming session and optimisation of the process. Continuous support will help employees to make improvements and create a sense of personal ownership. An example of a continuous support is Follow up. Continuous tasks are those that are ongoing and require sustained attention, rather than being completed in a single, discrete step. "Follow up" could involve monitoring progress or checking in regularly to ensure that a plan or solution is working as intended

Provide ongoing support and resources for senior employees throughout the training process. This could include access to mentors, additional learning materials, or follow-up sessions to address any concerns or difficulties.

Ensure that senior leadership visibly supports the training initiatives. When senior executives endorse the programs, it can help alleviate resistance among senior employees.

El soporte continuo es caro pero agrega demasiado valor, más en organizaciones que requieren el desarrollo técnico de sus equipos, consideró que su ejecución garantiza el retorno de toda la inversión realizada de forma sistemática.

Senior colleagues in the team often think they know everything. It is the duty of the leader to help them understand the path to career progression. It is important that they are ready to grab any opportunities that come their way. Most often than not, it is who are ready to pick up the role gets the job and not someone who aspires but not ready. By continuous learning and equipping themselves with the knowledge, they are getting ready to grab those opportunities. We have to constantly communicate this in our connects with them. It is the role of the leader to help them understand this and communication is absolutely necessary especially to those colleagues who resist to learn and attend to trainings.

Explain the why. Explain the reasoning why you have this new training program. Veterans employees like to be in the know and understand your thought process. They might not always agree with the outcome, but they can appreciate the effort. If you force anyone into it you will be met with challenges. Bring them into the inner circle and allow them to be a part of the process.

One of the most challenging task is people development for senior roles. Some ways where it can be a pull effect rather than pushing the learnings is to make it more customised. Secondly duration is important cuz maximum senior management positions are business inclined and that is where the hurdle begins. Two hours sessions divided in 3-4 sessions help! Also, they are of time saving and quick action mindset based individuals who would avoid travel hence Online sessions help. Also, its important to make the training programs more experiential based than typical learning sessions. This will only help them get curious about topics & share their experience.Also, it has be more realistic than bookish lessons

It is important is to create and manage a framework that focuses on and supports leadership’s vital role in guiding learning and development calendar and programmes basis open communication channels and participation.