Resource Logo

Hello, you are using an old browser that's not compatible and no longer supported. Please consider updating your browser to a newer version.

This site uses cookies to provide you with a great user experience. By clicking continue you accept our use of cookies to modify the information we collect please click here.

Continue

This site uses cookies. By continuing to browse the site you are agreeing to our use of cookies. Find out more here.

    

Knowledge Transfer Does Not Ensure Behaviour Change

In the United States alone annual spend on corporate sales training is estimated to be at least 3 billion dollars per year and rising. In spite of these investments, and billions more in sales technology, annual quota attainment is on a five-year decline.

As global corporations continue to invest billions annually on sales training and improvement initiatives, organisations need to critically re-evaluate their approach to human capital development.

“Why are learning investments not translating into (the right) behaviour change?”

Multiple factors contribute to limited behaviour change (and sales results) in most cases:

  1. Training is not aligned clearly with growth strategy and related goals
  2. Knowledge transfer is considered the “end game” for training initiatives
  3. Reinforcement is either ad hoc or primarily focused on knowledge retention alone
  4. Managers lack specific guidelines and criteria for behaviour observation

This perspective explores these 4 factors and proposes a practical solution for the commercial leader to address each of them.

Complete the Form to Download the White Paper