Improving Organizational Training: A Case of a Financial Regulator in Africa

Abstract

The aim of this study "Improving organizational training" is to unfold facts that 2-5 days of training duration is not sufficient for understanding concepts taught to employees. The method adopted here was using a simple training program as a pilot to collect data and assess the level of performance towards the training target. Data collected included rating employees' competence before and after the training, rating the facilitator's competence by themselves, and the employees. We tested the following assumptions; that the employee's competence rating before and after the training are significantly different; that the employee's competence after the training is significantly different from the target competence rating, and that the employees rating of the facilitator's competence is significantly different from the facilitators rating. The result showed that participants made a 60% improvement in the proposed competence but did not achieve the target score of the competence level aimed in alignment with the organization's strategic competence capability. The cost-benefit analysis showed that the organization studied was losing NGN 45,000 on each participant based on the rating participants achieved at the end of the training. With these facts, we concluded that organizations should redefine their training methods to a minimum of 4 weeks by incorporating repeated learning of the skill so an employee's brain can condition its neural paths to understand and use the skill to be effective.