In my experience, people get motivated when they have a reason to do something. If it's just a required training with no clear benefits, they will do it because they have to do, but won't apply much out of it. When you explain the Why behind the training and how they might save time, reduce stress, how they growth helps the impact they make, maybe a promotion they can get etc. This way they understand the reason behind it.

To overcome resistance, I focus on communicating the “why” and how the program benefits them personally and professionally. I involve employees early through feedback and pilot sessions, highlight quick wins, share success stories, and get leadership to model participation. Making learning relevant, bite-sized, and flexible also helps shift mindsets.

In my experience, I find it successful if we offer incentives for thise who are compliant and pay penalty for who are not compliant. We do this for my team and I find it successful. Even it's a minimum amount but still they will remember. Another thing is toet them explain and express their opinions on that program and why they don't like to do? They may find later that this program is really good to go and easy to use if they get a good feedback from their colleagues not as a management order.

People tend to be resistant to new things, it can be helpful to let them know that this is normal and acceptable. In addition it can also be helpful to let them know that there is a leader or colleague who makes them feel that they are always available for support.

Resistance to change is natural, but it shouldn't derail your learning initiatives. To win over skeptical employees: 1. Communicate the "why" clearly. Explain how new programs benefit them personally and professionally. 2. Lead by example. Have management actively participate and champion the learning. 3. Gather and act on feedback. Show you're listening and willing to adapt. 4. Highlight early wins and success stories from peers. 5. Make it engaging. Use gamification or interactive elements to spark interest. 6. Offer flexibility in how and when employees complete training. 7. Recognize and reward participation and improvement. Remember, changing minds takes time. Stay patient and persistent throughout.

To motivate my team to embrace new learning programs, I focus on making the experience meaningful and personal. I start by connecting the training to their individual goals and career paths—when they see a clear benefit, they’re more likely to engage. I also involve them early, asking for their input on content and format, which makes them feel valued. Recognition plays a big role too—celebrating small wins or giving shoutouts boosts morale. I’ve found that creating a positive, supportive environment where learning feels like an opportunity, not an obligation, is the key to long-term engagement.

1. Align programs with individual career growth and team objectives, showing how new skills unlock opportunities or solve current challenges. 2. Managers should actively participate, share their learning journeys, and champion the program’s value. 3. Recognize progress with rewards (e.g., bonuses, promotions) and celebrate achievements publicly to build momentum. 4. Provide flexible formats (microlearning, videos) and dedicated work hours to reduce barriers to participation. 5. Encourage peer discussions, mentorship, and hands-on application of skills to reinforce relevance and engagement.

To change the team's mindset, I have used a data driven approach in the past. I have created a plan based on the principle of feedback, fix and follow-up. This includes, - Feedback: Collect feedback from the group of users spread across geographies. This will give me a pattern of potentially what is the problem and where is the resistance coming from. - Fix: Getting the feedback directly from the end-user meant that the team have the most appropriate examples of the problems. The team took up the most prioritized and less complex problems first. - Followup: Post the fixes and plan, follow-up with another survey and follow-up meeting to ensure that we capture the change/ delta from the same set of users.

Let’s keep it real, when employees resist trainings, it’s often because they’ve seen too many pointless trainings or they’re already overwhelmed with work. If it feels like “just another thing” with no clear benefit, they’ll check out fast. So, cut the fluff. Show them exactly how this training helps them, whether it’s making their job easier, helping them grow, or leading to better opportunities. Involve them early. Ask what they actually need to learn, and build from there. Keep it short, practical, and relevant. And please, have managers lead by example; nothing kills motivation like a “do as I say, not as I do” vibe. Remember: People don’t hate learning, they hate wasting time.