The Myth of the "Trained Customer": Embracing the Fluidity of Competency

In the realm of customer education and enablement, the term "trained customer" has been circulating for quite some time. The idea is rooted in the traditional approach of on-the-job training, where outcomes are finite, and employees are expected to perform specific functions with accuracy. However, when we transfer this concept to the world of customer interactions, it becomes evident that the notion of a "trained customer" is, in fact, a myth.

Origins of the Trained vs. Untrained Concept 

The idea of a "trained customer" may have its roots in the binary concept of trained versus untrained that emerged from employee training. In a manufacturing setting, for instance, an operator either learned to use a machine correctly ( trained ) or didn't ( untrained ). In healthcare, a coordinator is either trained on a patient intake process or not. Training, in this context, is timebound and conclusive, and this perspective makes sense in contexts where outcomes are clear-cut and easily measurable.

In the early years of customer training, this binary context was much the same. Account managers trained their new clients on how to use the company’s product or system. It made sense, to a degree, to label a client as trained or not. However, in modern times, customer behavior has become far more nuanced. As technology is rapidly advancing and working environments are shifting, the success of a customer is no longer confined to a binary distinction but rather spans a spectrum of competencies. Customers are not merely trained or untrained; they exist on a continuum of proficiency that evolves over time and experience. 

The Desire to Define “Trained”

Understandably, training managers have reached for a standard definition of a trained customer. The need arises from the pressure to prove the value of training. To demonstrate how training affects the business, training managers compare metrics between trained and untrained customers, with the hypothesis that “trained customers” are happier, more loyal, and more valuable to the business than “untrained customers”.

There are multiple ways that managers define a trained customer for this ROI calculation. Some look at total number of courses completed, as in customers who complete 10 courses in the customer academy are trained by definition. Some look at total time spent in a customer academy. Others may define trained as “completed a full learning path”, and still others will look at whether a customer attained certification.

While it makes sense to seek some standard definition that will allow a comparison between two groups, the problem lies in the lack of binary distinction noted earlier. In other words, it is not accurate to connect one training metric directly to one business metric. The evolution of customer behavior, differing customer goals, and variations of product use must be considered. 

Achieving Competencies, Not Uniform Outcomes

Unlike job task training that focuses on a singular, well-defined outcome, customer training operates in a realm of diversity. The goal is not to train customers to perform one specific action or follow a linear set of instructions. Instead, it is to equip customers with a range of competencies that enable them to navigate the intricacies of a product or service and make critical decisions based on unique variables.

With this new way of thinking, a well-trained customer isn't one who rigidly adheres to a prescribed set of actions but one who can adapt and apply their skills to a range of scenarios. Thus, one isn’t simply trained or not, but has been empowered to meet certain competencies. The process shifts, then, to measure the impact of having achieved a level of competency that is evident through customer interactions.

While this isn’t as simple as comparing trained vs untrained, it provides a much more dynamic and realistic measurement that promotes visibility into the efficacy of the training as well as the influence it has on specific customer behaviors. Simply put, we replace the idea of “trained customer” with “competency reached,” and then note the related actions of customers who demonstrate that competency compared to those who do not.

The Ongoing Nature of Customer Training

In the ever-shifting landscape of business and technology, the concept of a "trained customer" is a misnomer. The training paradigm inherited from job task training doesn't align with the dynamic nature of customer interactions. Instead, businesses should recognize and embrace the fluidity of competencies, understanding that the value lies not in achieving uniform outcomes but in empowering customers to adapt and succeed in diverse scenarios.