“Done!” The final session of the training wraps up, and participants leave the room with satisfied smiles. You quickly tally the survey results, and there they are: a glorious row of “all 5s.” You pat yourself on the back: “Phew, finally finished! Good job, meeeee.”
…Wait a second. Is that really the end? If your work stops here, that magnificent training program might just be a “fireworks display”—brilliant for a moment, but quickly vanishing into the night sky. In this article, I’m going to talk about the “post-training fizzle-out” problem that even the most experienced designers often fall into.
The “Harsh Truth” Hidden Behind Satisfaction’s Afterglow
Last time, I discussed how a survey with “all 5s” doesn’t necessarily mean success. But the real challenge lies beyond that.
While the team celebrates in relief—thinking, “The survey results were great. It went off without a hitch!”—the content is often slipping out of participants’ minds at an astonishing speed. The true measure of training success isn’t the enthusiasm on the day itself, but the subsequent “change” that occurs in the workplace—improved performance, enhanced skills, or better problem-solving.
This is where two critical elements come into play: “Knowledge Retention” (ensuring what was learned isn’t forgotten) and “Transfer of Training” (actually applying it in the field). No matter how much participants shout “I get it!” during the session, if nothing sticks in the field, the design of that training has failed.
Training is a “Process,” Not an “Event”
A common pitfall many instructional designers fall into is setting the training day itself as the “finish line.”
- The Event Mindset: The excitement on the day is the peak. Once it ends, it’s “Phew, that’s over,” and everyone disperses. Immediately, it’s “Alright, next project, let’s go!”
- The Process Mindset: Training is merely a “trigger” to change the workplace.
No matter how spectacular the fireworks are on the day, if their light doesn’t continue to illuminate the desks in the office, the time and cost invested vanish into “just a distraction.” We should focus on the change brought about by the training, rather than the act of delivering it.
The Powerful Gravitational Pull of “Daily Reality”
The moment participants step out of the training room, they face the powerful gravitational pull of piled-up emails, urgent issues, and old routines.
Using “new methods” often reduces efficiency temporarily until they become second nature. Without follow-up, participants will revert to their comfortable “old ways” within days. This is the classic “failure of training transfer.” That’s why we should design beyond mere “understanding” and focus on “application.”
For example, by incorporating highly practical role-plays or case studies, we can minimize psychological resistance to new approaches. Training should be a “dress rehearsal” for real-world implementation.
The Designer’s Real Work Begins “After the Training Ends”
To avoid this pitfall, the design phase should incorporate a “post-training pathway” in advance:
- Automated Reminders: Distribute key points one week or one month later, and open communication channels so participants can seek advice anytime.
- Systematize Implementation: Have participants declare “what I will do starting tomorrow” and create a process for sharing progress with their supervisors regularly.
- Foster Community: Create a space where participants can share success and failure stories from the field to inspire each other.
Summary: True Evaluation Happens “In the Field”
Now one thing is clear: true evaluation doesn’t happen in the classroom—or on a survey sheet.
The real test for an ID begins after the participants close the training room door. It’s not about setting off fireworks and feeling satisfied; it’s about designing the entire system to keep that fire burning on the front lines. That is the only way to transform hollow training into lasting organizational strength.
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