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Employee behavior and workplace culture: Measuring your training’s impact

Matt Silverman (matt.silverman@asml.com) is the Global Trade Director and Senior Counsel at VIAVI Solutions in Scottsdale, Arizona, USA.

Ideally, you want employees to absorb and retain the knowledge they’ve acquired throughout the course of any training program. But much of what is trained is forgotten (at least initially), and more importantly, retaining certain knowledge or facts doesn’t mean behaviors are necessary influenced. No matter how detailed, tailored, interactive, or entertaining a training program is, it may not be enough to truly influence an employee’s behavior, especially if it is simply assigned once a year (or once in a lifetime!) or capped with a quiz to test short-term knowledge retention. These avenues will most likely provide no evidence that the employee’s actions or behavioral changes have been influenced in the long term, nor that the overall compliance and ethics culture of the workplace has been affected.

In its determination of a well-designed and effective compliance program, the U.S. Department of Justice looks to whether a company has “evaluated the extent to which the training has an impact on employee behavior or operations.”[1] In other words, companies have a responsibility to not only provide training that makes an impact on employee behavior or operations, but to measure such impact.

So, how do you make training more focused on long-term behavioral and cultural change, and how can you measure the impact of your program?

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