Let's say your vice president of operations comes to you and says, "We need time management training. Our managers and supervisors just can't seem to get things done, so we need to teach them how to manage their time." Certainly, you can implement the time management training program, but are you absolutely sure this training will solve the problem? Unfortunately, no. You may feel confident that the managers and supervisors will gain some knowledge about time management, but there's no way to be sure that they will be able to "get things done" once they've undergone time management training.
This is taken from an article on TNI from our citeHR. Why training will not solve the problem (as said in the above extract)? Then, for what training is imparted? Friends, please help me understand what it means.
From Vietnam, Long Xuyên
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3This is taken from an article on TNI from our citeHR. Why training will not solve the problem (as said in the above extract)? Then, for what training is imparted? Friends, please help me understand what it means.
From Vietnam, Long Xuyên
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Dear Rajkumar,
Let me share my experience with you regarding training and development activities.
It is a common problem perceived by many HR people.
First and foremost, the thing is to understand the purpose of training rather than its implementation and results.
We will take the example given by you regarding Time Management.
Let us see what may be the reasons in this example:
1. People are coming late to the office.
2. People did not reply on time or did not work on projects (projects do not get completed within the time frame).
3. Work does not get completed during working hours or the time frame per task/projects (late working hours also consume money), etc.
If the VP - Operations or HR does not provide/have clear instructions on what the real reason behind the training program is, then no matter how good the training program is, it is non-profitable and does not yield any results.
So, till now, the purpose is not clear.
Another myth is that every training program gives fast results. Then the question arises, has a specific time frame been maintained to observe and evaluate the training program? Again, in the same example of time management, people do not show any change in their behavior/attitude from the next day of the training program. So, what is the time frame for evaluation?
As you are aware, training programs are based on the following requirements only:
1. Organizational changes in processes/practices/procedures/technology.
2. Job/work-based - tasks are going to change, for example, an admin person who has experience in PF/ESI asked to handle payroll. So, payroll package training is required (just an example).
3. Individual requirements - An individual employee may come with his or her own suggestions about training requirements based on his competency mapping or he thinks that he is quite suitable for another job with some training.
Hence, depending on purpose and time frame, training programs need to be arranged to achieve expected outcomes.
Hope it will be useful.
For any questions/suggestions, kindly revert back.
Regards,
Shailendra
From India, Pune
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Let me share my experience with you regarding training and development activities.
It is a common problem perceived by many HR people.
First and foremost, the thing is to understand the purpose of training rather than its implementation and results.
We will take the example given by you regarding Time Management.
Let us see what may be the reasons in this example:
1. People are coming late to the office.
2. People did not reply on time or did not work on projects (projects do not get completed within the time frame).
3. Work does not get completed during working hours or the time frame per task/projects (late working hours also consume money), etc.
If the VP - Operations or HR does not provide/have clear instructions on what the real reason behind the training program is, then no matter how good the training program is, it is non-profitable and does not yield any results.
So, till now, the purpose is not clear.
Another myth is that every training program gives fast results. Then the question arises, has a specific time frame been maintained to observe and evaluate the training program? Again, in the same example of time management, people do not show any change in their behavior/attitude from the next day of the training program. So, what is the time frame for evaluation?
As you are aware, training programs are based on the following requirements only:
1. Organizational changes in processes/practices/procedures/technology.
2. Job/work-based - tasks are going to change, for example, an admin person who has experience in PF/ESI asked to handle payroll. So, payroll package training is required (just an example).
3. Individual requirements - An individual employee may come with his or her own suggestions about training requirements based on his competency mapping or he thinks that he is quite suitable for another job with some training.
Hence, depending on purpose and time frame, training programs need to be arranged to achieve expected outcomes.
Hope it will be useful.
For any questions/suggestions, kindly revert back.
Regards,
Shailendra
From India, Pune
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Hi Rajkumar,
Shailendra has posted wisely on some of the issues. I want to add to the following:
Training is seldom, if ever, treated like a quick fix or like first aid. It can be done but is usually not effective at all.
Ideally, a company will have a training policy through which year-round support on how and why training is given thought to.
Training Need Identification is done on an ongoing basis, and individuals who will receive training are identified.
Competency mapping is done for each individual, and some of the areas in which they need to work further or give group support are clearly identified.
A 360-Degree Pre-Training Review is done so that improvement can be measured after 180 days, and the effectiveness of the training can be measured.
Commitment to training comes from the top and is highly rewarding, providing an investment return of almost 30%, and is thus treated with great respect by several top managements.
I hope that this takes care of your queries.
Let me know in case additional inputs are required.
Ravi Gorowala
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Shailendra has posted wisely on some of the issues. I want to add to the following:
Training is seldom, if ever, treated like a quick fix or like first aid. It can be done but is usually not effective at all.
Ideally, a company will have a training policy through which year-round support on how and why training is given thought to.
Training Need Identification is done on an ongoing basis, and individuals who will receive training are identified.
Competency mapping is done for each individual, and some of the areas in which they need to work further or give group support are clearly identified.
A 360-Degree Pre-Training Review is done so that improvement can be measured after 180 days, and the effectiveness of the training can be measured.
Commitment to training comes from the top and is highly rewarding, providing an investment return of almost 30%, and is thus treated with great respect by several top managements.
I hope that this takes care of your queries.
Let me know in case additional inputs are required.
Ravi Gorowala
Acknowledge(0)Amend(0)
Training may not solve the problem because:
- Poor time management may not be the problem requiring a solution.
- Managers may not be given the tools and resources to do their job efficiently.
- Managers may believe they are already working at top efficiency.
- The vice president may have some money left over in the budget that he wants to spend.
- Managers may believe that they are not responsible for the tasks they are being asked to complete.
- Managers may not get the time to practice their new time management skills.
- Managers may be rewarded for working slowly.
- Managers may be punished for working quickly.
- There is no incentive for managers to apply the new skills after training.
Les Allan
Author: [From Training to Enhanced Workplace Performance](http://www.businessperform.com/html/training_transfer.html)
[http://www.businessperform.com](http://www.businessperform.com)
From Australia, Glen Waverley
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- Poor time management may not be the problem requiring a solution.
- Managers may not be given the tools and resources to do their job efficiently.
- Managers may believe they are already working at top efficiency.
- The vice president may have some money left over in the budget that he wants to spend.
- Managers may believe that they are not responsible for the tasks they are being asked to complete.
- Managers may not get the time to practice their new time management skills.
- Managers may be rewarded for working slowly.
- Managers may be punished for working quickly.
- There is no incentive for managers to apply the new skills after training.
Les Allan
Author: [From Training to Enhanced Workplace Performance](http://www.businessperform.com/html/training_transfer.html)
[http://www.businessperform.com](http://www.businessperform.com)
From Australia, Glen Waverley
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