Dear All,
I am working in a manufacturing company as an HR Officer. I have been given the responsibility to coordinate all training programs for technical training programs, and management is insisting on conducting the training program for workers after the end of their shifts (we have 3 shifts: A Shift from 6 to 2, B Shift from 2 to 10, and C Shift from 10 to 6). We cannot take them for training during working hours.
I am currently facing a problem with workers who are working in shifts. These workers are not interested in coming for the training programs as they see them as useless. Additionally, after working for a continuous 8-hour shift standing, they are not willing to stay back for training. Sometimes, even after requesting them to attend the training, they refuse. These workers are primarily 8th or 10th standard educated and are permanent workers.
I kindly seek your help on how I can fulfill management's desire and how I can motivate the workers to attend the training programs.
Thank you.
From India, Hyderabad
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I am working in a manufacturing company as an HR Officer. I have been given the responsibility to coordinate all training programs for technical training programs, and management is insisting on conducting the training program for workers after the end of their shifts (we have 3 shifts: A Shift from 6 to 2, B Shift from 2 to 10, and C Shift from 10 to 6). We cannot take them for training during working hours.
I am currently facing a problem with workers who are working in shifts. These workers are not interested in coming for the training programs as they see them as useless. Additionally, after working for a continuous 8-hour shift standing, they are not willing to stay back for training. Sometimes, even after requesting them to attend the training, they refuse. These workers are primarily 8th or 10th standard educated and are permanent workers.
I kindly seek your help on how I can fulfill management's desire and how I can motivate the workers to attend the training programs.
Thank you.
From India, Hyderabad
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Dear Anju,
The reply to your query lies in your post itself. Is it not outrageous or even ridiculous to tell workers to attend the training after 8 hours of duty?
In light of your post, let me ask you some fundamental questions. Why do you train your employees? Is it done to impose a burden of any kind on them or to improve their productivity?
For those who could not complete their formal education up to matriculation, their learning level or interest is well understood. If you make them learn even during the shift hours, you may still not get results. Now, here you want them to learn after regular shift hours? What will be their concentration level after eight hours of duty? Does your management just want "training" or "learning" as well?
The trouble is that many times management dishes out some solution while sitting in ivory towers. I find a complete disconnect between the perceptions of the management and the perceptions of the workers. This gap cannot be bridged by "motivating" the workers.
Yes, there is one more solution. Have you calculated the cost of non-training? Weigh it against the cost of training during shift hours. To measure the cost of non-training, you may take help from my following post: https://www.citehr.com/479129-how-ge...ml#post2112781
You will find that the cost of training during shift hours is obviously less. Once you do this exercise, show it to management that nothing is going to happen if you stop the production and train them during working hours.
By the way, let me apprise you that in Japan, most Japanese companies switch off the complete plant operations for some 3-4 days every year. Every single worker is told where the company is going, what the vision of the past year was, and what was attained. This exercise is on and above the training during shift hours. But then that is why it is called Japan. They value perfection, and perfection comes when people devote their heart and soul. It is far more than brain work.
Thanks,
Dinesh V Divekar
From India, Bangalore
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8029The reply to your query lies in your post itself. Is it not outrageous or even ridiculous to tell workers to attend the training after 8 hours of duty?
In light of your post, let me ask you some fundamental questions. Why do you train your employees? Is it done to impose a burden of any kind on them or to improve their productivity?
For those who could not complete their formal education up to matriculation, their learning level or interest is well understood. If you make them learn even during the shift hours, you may still not get results. Now, here you want them to learn after regular shift hours? What will be their concentration level after eight hours of duty? Does your management just want "training" or "learning" as well?
The trouble is that many times management dishes out some solution while sitting in ivory towers. I find a complete disconnect between the perceptions of the management and the perceptions of the workers. This gap cannot be bridged by "motivating" the workers.
Yes, there is one more solution. Have you calculated the cost of non-training? Weigh it against the cost of training during shift hours. To measure the cost of non-training, you may take help from my following post: https://www.citehr.com/479129-how-ge...ml#post2112781
You will find that the cost of training during shift hours is obviously less. Once you do this exercise, show it to management that nothing is going to happen if you stop the production and train them during working hours.
By the way, let me apprise you that in Japan, most Japanese companies switch off the complete plant operations for some 3-4 days every year. Every single worker is told where the company is going, what the vision of the past year was, and what was attained. This exercise is on and above the training during shift hours. But then that is why it is called Japan. They value perfection, and perfection comes when people devote their heart and soul. It is far more than brain work.
Thanks,
Dinesh V Divekar
From India, Bangalore
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Hello Anju,
To add to Dinesh Divekar's very apt points and useful suggestions, let me add a few more.
The focus of your management seems to be 'attend training' RATHER THAN 'learn from the training'.
Forget about the fact that the workers work in shifts for a moment. Consider the TIMINGS per se.
After the I Shift [6.00 AM to 2.00 PM], don't you and your management think that they would be hungry? You haven't mentioned any lunch facility being provided for this shift.
Next, consider the II Shift [2.00-10.00 PM]. Even if your management includes dinner for this lot, do you think they (or anyone for that matter) will be ready to attend any training at 10:00 PM?
Moving on to the III Shift [10.00 PM - 6.00 AM]. Don't you think the workers deserve SLEEP after the night shift?
Mind you, I am NOT saying this sitting in ivory towers, like Dinesh aptly mentioned. I have worked in shifts myself (in the very same timings you mentioned) and I know what it's like - both the mental and the physical aspects - after the shift; and I am NOT a blue-collar worker.
Dinesh is right when he says that you better make an analysis of the cost-benefits of various possibilities AND THEN speak to your management.
You can also discuss with the workers concerned for suggestions. Take it from me: when the workers see that you are asking wholeheartedly and with genuine concern for their well-being, they will surprise you with their candor and out-of-the-box solutions. But if they get a feeling that you are trying to push them into a situation of YOUR choice, forget even asking them. So it depends on YOU.
All the Best.
Regards,
TS
From India, Hyderabad
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To add to Dinesh Divekar's very apt points and useful suggestions, let me add a few more.
The focus of your management seems to be 'attend training' RATHER THAN 'learn from the training'.
Forget about the fact that the workers work in shifts for a moment. Consider the TIMINGS per se.
After the I Shift [6.00 AM to 2.00 PM], don't you and your management think that they would be hungry? You haven't mentioned any lunch facility being provided for this shift.
Next, consider the II Shift [2.00-10.00 PM]. Even if your management includes dinner for this lot, do you think they (or anyone for that matter) will be ready to attend any training at 10:00 PM?
Moving on to the III Shift [10.00 PM - 6.00 AM]. Don't you think the workers deserve SLEEP after the night shift?
Mind you, I am NOT saying this sitting in ivory towers, like Dinesh aptly mentioned. I have worked in shifts myself (in the very same timings you mentioned) and I know what it's like - both the mental and the physical aspects - after the shift; and I am NOT a blue-collar worker.
Dinesh is right when he says that you better make an analysis of the cost-benefits of various possibilities AND THEN speak to your management.
You can also discuss with the workers concerned for suggestions. Take it from me: when the workers see that you are asking wholeheartedly and with genuine concern for their well-being, they will surprise you with their candor and out-of-the-box solutions. But if they get a feeling that you are trying to push them into a situation of YOUR choice, forget even asking them. So it depends on YOU.
All the Best.
Regards,
TS
From India, Hyderabad
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I totally agree with both of the above comments. In fact, it seems so ridiculous and even barbaric to force workers to undergo training after their shift hours. Does your company consider training as essential and necessary?
Considering that training will improve productivity, what kind of incentives are you offering them for attending training? Are you taking care to provide them with refreshments, snacks, tea, etc., during training hours? Are you paying them any overtime allowance for attending training in addition to their normal duty hours? Why should a worker not go home and be with his family after working hours? I think you have all the answers to your problem.
Warm regards.
From India, Delhi
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Considering that training will improve productivity, what kind of incentives are you offering them for attending training? Are you taking care to provide them with refreshments, snacks, tea, etc., during training hours? Are you paying them any overtime allowance for attending training in addition to their normal duty hours? Why should a worker not go home and be with his family after working hours? I think you have all the answers to your problem.
Warm regards.
From India, Delhi
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I usually do not make comments on such issues when others have covered most aspects. However, as there was no "Appreciate and Validate" facility, I have moved the thread to another location and am making an exception by adding some remarks.
Dinesh Divekar, TS, and Raj Kumar Hansdah have raised pertinent questions and made apt remarks. I will try to answer your following question in my normal way by raising some questions.
"These workers are basically 8th or 10th Standard and permanent workers. Kindly help how can I fulfill the management's desire and how can I motivate the workers to attend the training programs."
Please may I know why the level of qualification attained by them is pertinent? Kindly put yourself in their shoes and tell us whether you would attend training after a full shift standing on your feet. If the answer is "NO," what would motivate you to attend? If the answer is "YES," could you kindly tell us why?
I have attended a number of training sessions/classes both during work time and after work. Many of the in-house training sessions conducted at the whim of management were pretty useless both in the short-term and long-term. Training sessions and classes that I attended because I wanted to were fruitful and useful. Hence, you have to make sure that the training sessions are relevant and useful to the workers, and they can see that there is something in it for their sacrifice.
From United Kingdom
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Dinesh Divekar, TS, and Raj Kumar Hansdah have raised pertinent questions and made apt remarks. I will try to answer your following question in my normal way by raising some questions.
"These workers are basically 8th or 10th Standard and permanent workers. Kindly help how can I fulfill the management's desire and how can I motivate the workers to attend the training programs."
Please may I know why the level of qualification attained by them is pertinent? Kindly put yourself in their shoes and tell us whether you would attend training after a full shift standing on your feet. If the answer is "NO," what would motivate you to attend? If the answer is "YES," could you kindly tell us why?
I have attended a number of training sessions/classes both during work time and after work. Many of the in-house training sessions conducted at the whim of management were pretty useless both in the short-term and long-term. Training sessions and classes that I attended because I wanted to were fruitful and useful. Hence, you have to make sure that the training sessions are relevant and useful to the workers, and they can see that there is something in it for their sacrifice.
From United Kingdom
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Training is a part of the work and should be planned during working hours. Otherwise, overtime wages have to be paid for training conducted in extended hours. This practice is enforced in the majority of organizations/companies in India.
Pon, Chennai
From India, Lucknow
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Pon, Chennai
From India, Lucknow
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I have a very different view. Training is imparted in order to enhance learning. It cannot come in a compliance mode. First of all, as an effective HR professional, you need to create an engaging environment for learning. That is when the workers may ask you for training, instead of you chasing them.
From India, New Delhi
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From India, New Delhi
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Dear Anju,
In addition to all the suggestions you have received for your program, please consider mine.
I am assuming you are aware of Adult Learning and its cycle. Employees didn't study after class 8. They are out of touch with the classroom learning models. They are wired to use all their attention and energies to work during the shift.
Learning isn't plug and play. If they are not rewiring their brains, you won't be able to push the envelope. Try and understand what gets them thinking and talking. Identify areas they are passionate about and then design the program.
Here's my experience from a similar situation while working with a publishing firm that required every employee to master German. Despite hiring certified professionals from Max Muller, the quality was falling apart. The firm didn't have enough resources to train the employees or send them for fancy language programs. On top of that, it had grueling targets with enormous workloads. Batch training, even within the firm, was pricey.
We hired German expats as Quality Analysts. They agreed to train the employees, essentially focusing on fault correction. We had to arrange these programs after office hours and faced exactly your problem. No one was attending it. Even when we offered vouchers within our budget, it failed to motivate them. Connecting the test scores to performance didn't help much.
We figured they were tired; hence, even after offering transportation, they could barely focus. We did an open house with the employees, trying to understand what was fun according to them in the office. Most of them said they found the games room interesting. That helped us.
We organized the same training program in that room thereafter. Every day, one employee had to make a presentation in German on their passion, such as photography, cooking, and so on. They even came dressed up in traditional German outfits. We eventually shifted the training program before the office hours. Since the interest had already picked up, the employees were actually ready to come way early.
The credit goes to the trainers who made it so interesting and kept the group together. They took it far beyond boxed classroom learning.
At the Chief Learning Officer's Summit, the head of HR from Workhardt shared how they have been using IVR on cell phones to train their medical representatives. These representatives required long hours to travel, hence little room for training. The Learning Division at the firm designed all the training material as audio books and uploaded it to the IVR system. This helped the MR to dial in the number and listen to the entire training capsule on a product while they were waiting for the doctors.
Here's another example of how mobile phones and social media were used to facilitate learning: CII Certification: Social Learning
Designing the program or the best material isn't enough. How you help the employees to learn through their Personal Knowledge Management or connectivism is essential.
I understand this might not work in your environment. But do brainstorm and look for unconventional solutions.
Wish you all the very best!
From India, Mumbai
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In addition to all the suggestions you have received for your program, please consider mine.
I am assuming you are aware of Adult Learning and its cycle. Employees didn't study after class 8. They are out of touch with the classroom learning models. They are wired to use all their attention and energies to work during the shift.
Learning isn't plug and play. If they are not rewiring their brains, you won't be able to push the envelope. Try and understand what gets them thinking and talking. Identify areas they are passionate about and then design the program.
Here's my experience from a similar situation while working with a publishing firm that required every employee to master German. Despite hiring certified professionals from Max Muller, the quality was falling apart. The firm didn't have enough resources to train the employees or send them for fancy language programs. On top of that, it had grueling targets with enormous workloads. Batch training, even within the firm, was pricey.
We hired German expats as Quality Analysts. They agreed to train the employees, essentially focusing on fault correction. We had to arrange these programs after office hours and faced exactly your problem. No one was attending it. Even when we offered vouchers within our budget, it failed to motivate them. Connecting the test scores to performance didn't help much.
We figured they were tired; hence, even after offering transportation, they could barely focus. We did an open house with the employees, trying to understand what was fun according to them in the office. Most of them said they found the games room interesting. That helped us.
We organized the same training program in that room thereafter. Every day, one employee had to make a presentation in German on their passion, such as photography, cooking, and so on. They even came dressed up in traditional German outfits. We eventually shifted the training program before the office hours. Since the interest had already picked up, the employees were actually ready to come way early.
The credit goes to the trainers who made it so interesting and kept the group together. They took it far beyond boxed classroom learning.
At the Chief Learning Officer's Summit, the head of HR from Workhardt shared how they have been using IVR on cell phones to train their medical representatives. These representatives required long hours to travel, hence little room for training. The Learning Division at the firm designed all the training material as audio books and uploaded it to the IVR system. This helped the MR to dial in the number and listen to the entire training capsule on a product while they were waiting for the doctors.
Here's another example of how mobile phones and social media were used to facilitate learning: CII Certification: Social Learning
Designing the program or the best material isn't enough. How you help the employees to learn through their Personal Knowledge Management or connectivism is essential.
I understand this might not work in your environment. But do brainstorm and look for unconventional solutions.
Wish you all the very best!
From India, Mumbai
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Bravo (Cite Contribution); I take this opportunity to appeal to bloggers to give advice like this from personal experience. Many others like Dinesh Divekar, TS, Raj Kumar Hansdah do it too.
From United Kingdom
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From United Kingdom
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Dear Seeker,
You state that workers are not coming forward to attend technical training. You may initiate the following actions:
Explain to them in sufficient detail the benefits of the current technical training and how additional technical knowledge is connected to improved work performance, confidence, and improved possibilities for better increments, promotions to higher positions once they demonstrate proficiency/required competence. Surely, your technical training team is competent in the subject matter of tech training. Not all workers work only for bread alone; workers are human beings with dreams, desires, and aspirations and earnestly look up to management/employers to organize training programs that definitely add to their skills set and enhance competency. Some even volunteer to receive newer tech training.
Think also of rewarding the workers for taking an active part in tech training programs. Properly decide the training venue, too. In any case, the workers are covered by applicable statutory provisions.
Kritarth Consulting Team
26-12-13, 5:15 p.m.
From India, Delhi
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You state that workers are not coming forward to attend technical training. You may initiate the following actions:
Explain to them in sufficient detail the benefits of the current technical training and how additional technical knowledge is connected to improved work performance, confidence, and improved possibilities for better increments, promotions to higher positions once they demonstrate proficiency/required competence. Surely, your technical training team is competent in the subject matter of tech training. Not all workers work only for bread alone; workers are human beings with dreams, desires, and aspirations and earnestly look up to management/employers to organize training programs that definitely add to their skills set and enhance competency. Some even volunteer to receive newer tech training.
Think also of rewarding the workers for taking an active part in tech training programs. Properly decide the training venue, too. In any case, the workers are covered by applicable statutory provisions.
Kritarth Consulting Team
26-12-13, 5:15 p.m.
From India, Delhi
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