Barriers in the workplace prevent or hinder learning there.

There are a variety of reasons that explain compromised workplace learning environments. Some of these roadblocks result from organizations that see no value in continued learning. Other barriers are more subtle and impede a well-intentioned organizations ability to train employees. Some of the common problems cited by many are training personnel shortages, reluctant experts, conflicting priorities, negative employer attitudes about ongoing education and lack of a plan to implement new training.

     An organizations leadership dictates the attitudes that prevail about ongoing training and education in the workplace. If the leadership doesn't value education and new ideas, the barrier to workplace learning is obvious. Within a few weeks of being hired, employees learn how the organizations / corporate culture accepts or rejects certain behaviors. Management teams are typically proactive or reactive. Crisis management is the way many organizations approach change and new ideas, forced by circumstances rather than a proactive approach to problem resolution. A more progressive approach to business management includes utilizing educational and training resources to anticipate problems before they affect profitability, and incorporating preventative measures to continually improve operations.
One of the biggest roadblocks to employee training occurs when organizations have conflicting priorities that force training to take a backseat to other priorities, such as daily production. Unless the organization leadership makes training a top priority, company operations always take precedence over a more proactive approach to management -- which includes ongoing training and the encouragement of new ideas. If an organization is constantly operating in a crisis management mode, reacting to problems instead of anticipating them, finding time for training will be hard. Many managers view training as frivolous and resent any time taken away from operational duties.

    One main barrier to workplace training that many organization/ companies experience is a lack of in-house trainers available. Organizations that experience constant change and high turnover often force employees to learn on the job in a stressful environment. In many companies there are few managers capable of hands-on-training, with this task delegated to peers forced into a training role out of necessity. In particular, companies rarely have dedicated trainers on hand to facilitate formal training classes. Some of these same companies are also reluctant to spend the money to bring in outsiders as a training resource.

    A reluctant trainer can impede an organizations ability to successfully train employees. It's frustrating for a new employee to have a reluctant trainer who's paranoid about training anyone else, for fear of being replaced. Certain corporate cultures inspire this type of paranoia, but some employees view this approach to training others when asked as a way to solidify personal job security. To prevent or sidestep this negative attitude, trainers should be selected and rewarded based on proven training success and an anonymous evaluation by trainees.