Hi Sandeep,
The topic you have raised is quite interesting.
It is very true that one of the first things IT companies do to cut costs is to reduce training expenses, which are typically high. The training system in the US focuses more on thorough training and assessing the knowledge gained in the program before allowing recruits to enter the workforce. On the other hand, in India, the approach to training in IT companies seems to be more about rushing through the training to get recruits working quickly, as they aim to maximize profits. However, what they fail to realize is that well-trained recruits tend to be more efficient and ultimately bring in more revenue for the company over time.
I believe the situation can only improve when companies recognize the value of providing comprehensive training not only to new recruits but also to existing employees. It is crucial to emphasize to employees the importance of continuous learning, which can significantly benefit their careers in the industry.
That is my opinion as a trainer. I am interested in hearing others' perspectives.
Regards,
Poonam
Manager - Training Facilitation
Training Orbit
From India, Madras
The topic you have raised is quite interesting.
It is very true that one of the first things IT companies do to cut costs is to reduce training expenses, which are typically high. The training system in the US focuses more on thorough training and assessing the knowledge gained in the program before allowing recruits to enter the workforce. On the other hand, in India, the approach to training in IT companies seems to be more about rushing through the training to get recruits working quickly, as they aim to maximize profits. However, what they fail to realize is that well-trained recruits tend to be more efficient and ultimately bring in more revenue for the company over time.
I believe the situation can only improve when companies recognize the value of providing comprehensive training not only to new recruits but also to existing employees. It is crucial to emphasize to employees the importance of continuous learning, which can significantly benefit their careers in the industry.
That is my opinion as a trainer. I am interested in hearing others' perspectives.
Regards,
Poonam
Manager - Training Facilitation
Training Orbit
From India, Madras
I have seen people, who I would call employees, saying, "Why do I need training? I'm doing well, so what is the point of getting trained?"
There are many reasons, as mentioned by others. The major ones are:
1. Improper need analysis for training.
2. Focus more on productivity rather than on improvement.
3. Plans that are either not related to productivity or where knowledge post-training is not being converted into skills.
After all, what a business needs is revenue, which even today is not measurably impacted by training. It is very hard to quantify the deliverables of training into numbers. Employers also believe that it leads to a loss of man-hours, resulting in decreased productivity.
Apart from these, the biggest barrier in training is participants' leniency towards training.
Regards
From India, New Delhi
6There are many reasons, as mentioned by others. The major ones are:
1. Improper need analysis for training.
2. Focus more on productivity rather than on improvement.
3. Plans that are either not related to productivity or where knowledge post-training is not being converted into skills.
After all, what a business needs is revenue, which even today is not measurably impacted by training. It is very hard to quantify the deliverables of training into numbers. Employers also believe that it leads to a loss of man-hours, resulting in decreased productivity.
Apart from these, the biggest barrier in training is participants' leniency towards training.
Regards
From India, New Delhi
Hi,
Although we can list plenty of reasons, I have appended below a few that I feel are the most important:
Mainly due to the lack of the following:
1. Understanding the potentials of the employees
2. Identifying their training needs
3. Identifying proper training tools/faculties, etc.
4. Proper funding (because in India, training has been treated as an expense whereas it should have been treated as an investment)
5. Measuring the effectiveness of the training
6. Periodical and regular follow-up mechanisms
I hope these points help clarify the importance of addressing these factors in training and development initiatives.
From India, Madras
Although we can list plenty of reasons, I have appended below a few that I feel are the most important:
Mainly due to the lack of the following:
1. Understanding the potentials of the employees
2. Identifying their training needs
3. Identifying proper training tools/faculties, etc.
4. Proper funding (because in India, training has been treated as an expense whereas it should have been treated as an investment)
5. Measuring the effectiveness of the training
6. Periodical and regular follow-up mechanisms
I hope these points help clarify the importance of addressing these factors in training and development initiatives.
From India, Madras
Hi Dinesh,
I am a student of MBA Gen (1st Year) and plan to take HR as my major. I am looking forward to creating value in the organization I join with my knowledge of this partially tapped field of HR. My interest area lies in Training. Could you help me polish my skills and prepare myself for next year's final placements to secure a training profile?
I have noticed that people often have to compromise on their interests and enter the recruitment field at the beginning of their career. I don't want that. Can you please guide me on how to avoid this and pursue my interest in training?
Thank you.
From India, Chandigarh
I am a student of MBA Gen (1st Year) and plan to take HR as my major. I am looking forward to creating value in the organization I join with my knowledge of this partially tapped field of HR. My interest area lies in Training. Could you help me polish my skills and prepare myself for next year's final placements to secure a training profile?
I have noticed that people often have to compromise on their interests and enter the recruitment field at the beginning of their career. I don't want that. Can you please guide me on how to avoid this and pursue my interest in training?
Thank you.
From India, Chandigarh
Whether a two-day short training program will provide immediate effectiveness in employees is a question to consider. I believe that training acts as a booster rather than delivering direct benefits, making immediate effectiveness measurement a complex issue. However, focusing on the training requirements of employees is crucial; it is essential to concentrate on this aspect before initiating training.
S.R. Deshpande
From India, Pune
S.R. Deshpande
From India, Pune
Hi
Greetings
Problem is 3 dimensional- Management, trainer and participant; "80% of the problem we face is due to management/ leadership" - Juran –(He was not talking politics, but about industries and organization!) please think it over as most of the management/leadership does not directly get involved in selecting the courses, content of the course, participants selection, time frame, measurement of the effectiveness and useful over a period of time, growth of individual and organization due to particular course, etc - as rightly pointed out by the other participants in this discussion.- Most of the leadership has failed in this respect except for some lip service – management is only worried about the Bottom line
In any family, training/ guidance/learning is a continuous process needed for growth; our leaders miss the woods for the trees
Trainers and possible steps for improvement of the effectiveness
1) Methods of the trainers is generally systematic but follow up for feedback is absent in most of the cases - Hence I insist on the list of participants along with their contact numbers - I /members of my team ring them up and invite them for the training at the location and time specified, have a short discussion on what they want as well as their "carry away” that will be provided by us - Participants do come at the appointed time and are serious; We make the training enjoyable by making them participate so that they have 'hands on' experience of what we are teaching;
After a week I personally ring up and talk to the participants – their feedback helps the them to ‘revise, chew the cud’ their thoughts as well as giving us inputs for our improvement
2) I introduced training for the first time in a factory - "Supervisory Development" - one of the participant (a foreman with 3 years shop floor experience) said that till the training he did not know the duties and responsibilities of a supervisor!!- he thanked us because it was new and he could apply whatever he had learned from the next day - their confidence in dealing with workmen increased after the training – there was a gain in T&D for the participants
3) Most of the soft skill topics are too generalized – we need specific topics that are needed tomorrow - like “Handling subordinates/workers/union”, “Handling boss/peer/team members” and not like Motivation, leadership – topics should address the ‘pain’ being felt by the employees; Technical topics - experienced personnel handle them and this will be on par with US (Feel it is better than US because the resources we give our people is low when compared to US)
4) Professionalize the training- learning and development has not grown – it still follows school and college methods of teaching and the results are same as school and college. Most of the training should be designed so that it is applied the next day and should give lot of examples of the things learned by experience
5) Training is for changing the participants- incorporate what they can apply in their Homes, with their friends and close relatives, give earthy examples and not American/ Western/Japanese/Korean bookish examples
Participants and their reaction to training:
1) When I was asked to go for mandatory training, it was one day that I could rest / relax, enjoy the unexpected holiday - negative and stress causing factor was that pending work accumulates and was a pain producer
2) At the end of the day of training, I found it was something like having gone for a movie/ drama with low entertainment value – did not know how to apply the principles in professional life - this is from one who has worked with top Indian and MNC companies
3) Commitment and motivation of the participants for the program has to be seen before commenting on other factors – this varies from place to place and mostly it is apathetic
4) Online training and quiz at the end (For subjects like Safety, technical subjects and some soft skills) of the courses has to be started by professional trainers; clearing the quiz should be mandatory for promotion
HR department and their inputs:
f) Since training is mandatory, participants are from different departments to fill up the headcount – designing the course become generalized; Having participants from different departments when we will build interdepartmental teams (like finance for non finance executives) to implement what we learn in training is good
g) The “Returns on training” – exercise that pays back money to the organization has to be designed and incorporated in training.
h) Half a day/one day training (for hoodwinking/ satisfying the requirement of ISO) is something to be mulled over – unlearning old and learning new is not possible in these short time frame; Time frame is a serious matter
h) No. of participants in a course – depending on the course, time frame and participants, cost – some thing that has to be discussed among ourselves
A number of other factors has can be discussed / brainstormed on this - we have alumni of Institutes for training the trainers in this forum, other professional trainers - please contribute
Best Wishes for more improvements
K
From India, Gurgaon
Greetings
Problem is 3 dimensional- Management, trainer and participant; "80% of the problem we face is due to management/ leadership" - Juran –(He was not talking politics, but about industries and organization!) please think it over as most of the management/leadership does not directly get involved in selecting the courses, content of the course, participants selection, time frame, measurement of the effectiveness and useful over a period of time, growth of individual and organization due to particular course, etc - as rightly pointed out by the other participants in this discussion.- Most of the leadership has failed in this respect except for some lip service – management is only worried about the Bottom line
In any family, training/ guidance/learning is a continuous process needed for growth; our leaders miss the woods for the trees
Trainers and possible steps for improvement of the effectiveness
1) Methods of the trainers is generally systematic but follow up for feedback is absent in most of the cases - Hence I insist on the list of participants along with their contact numbers - I /members of my team ring them up and invite them for the training at the location and time specified, have a short discussion on what they want as well as their "carry away” that will be provided by us - Participants do come at the appointed time and are serious; We make the training enjoyable by making them participate so that they have 'hands on' experience of what we are teaching;
After a week I personally ring up and talk to the participants – their feedback helps the them to ‘revise, chew the cud’ their thoughts as well as giving us inputs for our improvement
2) I introduced training for the first time in a factory - "Supervisory Development" - one of the participant (a foreman with 3 years shop floor experience) said that till the training he did not know the duties and responsibilities of a supervisor!!- he thanked us because it was new and he could apply whatever he had learned from the next day - their confidence in dealing with workmen increased after the training – there was a gain in T&D for the participants
3) Most of the soft skill topics are too generalized – we need specific topics that are needed tomorrow - like “Handling subordinates/workers/union”, “Handling boss/peer/team members” and not like Motivation, leadership – topics should address the ‘pain’ being felt by the employees; Technical topics - experienced personnel handle them and this will be on par with US (Feel it is better than US because the resources we give our people is low when compared to US)
4) Professionalize the training- learning and development has not grown – it still follows school and college methods of teaching and the results are same as school and college. Most of the training should be designed so that it is applied the next day and should give lot of examples of the things learned by experience
5) Training is for changing the participants- incorporate what they can apply in their Homes, with their friends and close relatives, give earthy examples and not American/ Western/Japanese/Korean bookish examples
Participants and their reaction to training:
1) When I was asked to go for mandatory training, it was one day that I could rest / relax, enjoy the unexpected holiday - negative and stress causing factor was that pending work accumulates and was a pain producer
2) At the end of the day of training, I found it was something like having gone for a movie/ drama with low entertainment value – did not know how to apply the principles in professional life - this is from one who has worked with top Indian and MNC companies
3) Commitment and motivation of the participants for the program has to be seen before commenting on other factors – this varies from place to place and mostly it is apathetic
4) Online training and quiz at the end (For subjects like Safety, technical subjects and some soft skills) of the courses has to be started by professional trainers; clearing the quiz should be mandatory for promotion
HR department and their inputs:
f) Since training is mandatory, participants are from different departments to fill up the headcount – designing the course become generalized; Having participants from different departments when we will build interdepartmental teams (like finance for non finance executives) to implement what we learn in training is good
g) The “Returns on training” – exercise that pays back money to the organization has to be designed and incorporated in training.
h) Half a day/one day training (for hoodwinking/ satisfying the requirement of ISO) is something to be mulled over – unlearning old and learning new is not possible in these short time frame; Time frame is a serious matter
h) No. of participants in a course – depending on the course, time frame and participants, cost – some thing that has to be discussed among ourselves
A number of other factors has can be discussed / brainstormed on this - we have alumni of Institutes for training the trainers in this forum, other professional trainers - please contribute
Best Wishes for more improvements
K
From India, Gurgaon
Dear all,
Here are some differences:
- We think the training is more of an expense than an investment.
- We have surplus manual power rather than intellectual power.
- Absence of qualified trainers/training materials.
- No follow-up after the training.
- Improper assessment of training.
- Productive people are forgotten as their absence from work will disrupt production planning; instead, less useful individuals receive the training.
- Trainers are chosen not based on merit but due to connections with HR or higher-level officers.
- Due to LPG, many people have started training, but they themselves have not received any training.
Regards,
Nagaraj
From India, Bangalore
Here are some differences:
- We think the training is more of an expense than an investment.
- We have surplus manual power rather than intellectual power.
- Absence of qualified trainers/training materials.
- No follow-up after the training.
- Improper assessment of training.
- Productive people are forgotten as their absence from work will disrupt production planning; instead, less useful individuals receive the training.
- Trainers are chosen not based on merit but due to connections with HR or higher-level officers.
- Due to LPG, many people have started training, but they themselves have not received any training.
Regards,
Nagaraj
From India, Bangalore
Dear Sandeep,
In the US, training is an ongoing and continuous process and an important part of an employee's Key Result Area (KRA). However, in India, we also emphasize the same concept but primarily focus on training for service recovery. This means that training occurs mainly in response to instances such as failed audits or customer complaints.
Regards,
Sandhya
From India, Delhi
In the US, training is an ongoing and continuous process and an important part of an employee's Key Result Area (KRA). However, in India, we also emphasize the same concept but primarily focus on training for service recovery. This means that training occurs mainly in response to instances such as failed audits or customer complaints.
Regards,
Sandhya
From India, Delhi
Dear HR Executives / General Managers / Director,
Greetings to you,
This is regarding LAB-HR Solutions: HR Consultancy.
LAB-HR SOLUTIONS (LHRS) is a complete H.R/Manpower/Recruitment Solutions provider firm that has been established with the sole objective to dedicate itself to quality service in the Human Resource Sector. We are specialists in HR consulting, providing skilled human resources at the Top, Middle, and Junior levels for Corporate/MNCs/PSUs/Industries and other small Business Houses. Our prime focus is on the needs of our esteemed Clients, and we believe in delivering the best as per their requirements.
All of our placements are highly suitable because we comprehend how important the right fit is to the success of the employee and the company. We have a huge database of human resources ranging from the bottom level to the highest level in skilled/semi-skilled/fresh manpower.
Contact Details,
LAB-HR SOLUTIONS:
Colaba, Mumbai, 400005
Mobile: 09930005804
Email-id: labhrsolutions@gmail.com, diptisinghrana@gmail.com
Thanks,
Dipti Singh Rana
Cell: 09930005804
diptisinghrana@gmail.com
For any further queries, kindly contact Ishika Singh, Sr. Consultant, LAB-HR Solutions, Office: 9930005804.
From China, Beijing
Greetings to you,
This is regarding LAB-HR Solutions: HR Consultancy.
LAB-HR SOLUTIONS (LHRS) is a complete H.R/Manpower/Recruitment Solutions provider firm that has been established with the sole objective to dedicate itself to quality service in the Human Resource Sector. We are specialists in HR consulting, providing skilled human resources at the Top, Middle, and Junior levels for Corporate/MNCs/PSUs/Industries and other small Business Houses. Our prime focus is on the needs of our esteemed Clients, and we believe in delivering the best as per their requirements.
All of our placements are highly suitable because we comprehend how important the right fit is to the success of the employee and the company. We have a huge database of human resources ranging from the bottom level to the highest level in skilled/semi-skilled/fresh manpower.
Contact Details,
LAB-HR SOLUTIONS:
Colaba, Mumbai, 400005
Mobile: 09930005804
Email-id: labhrsolutions@gmail.com, diptisinghrana@gmail.com
Thanks,
Dipti Singh Rana
Cell: 09930005804
diptisinghrana@gmail.com
For any further queries, kindly contact Ishika Singh, Sr. Consultant, LAB-HR Solutions, Office: 9930005804.
From China, Beijing
Problem with Training:
1. Something is wrong with the basic assumption: Most training programs are based on the assumption that training leads to learning. However, there may not always be a direct cause-and-effect relationship.
2. Assumption: Participants learn what the trainers teach, and learning is a simple function of the participants' capacity to learn and the trainers' ability to teach.
Truth: Learning is a complex function of individual participants' motivation and capacity, the norms of the training group, the training method, the trainer's behavior and trust, the general climate of the organization, etc.
3. Assumption: Individual learning/action leads to improvement on the job.
Truth: Job improvement is a complex function of individual learning, the norms of the working group, and the organizational culture.
4. Since on-the-job performance depends on the variables mentioned above, it can lead to individual frustration. As a result, the individual may become skeptical about the outcomes when attending future training programs.
5. Excessive use of ready-made material and more emphasis on face value rather than actual learning.
6. Convenient outcomes: Trainers often follow a non-controversial path to ensure that participants and organizers are satisfied.
7. Incompetent trainers who heavily rely on standard modules may lack an understanding of action science approaches, systems thinking, socio-technical systems, and other experiential learning tools.
Deboleena Roy
1. Something is wrong with the basic assumption: Most training programs are based on the assumption that training leads to learning. However, there may not always be a direct cause-and-effect relationship.
2. Assumption: Participants learn what the trainers teach, and learning is a simple function of the participants' capacity to learn and the trainers' ability to teach.
Truth: Learning is a complex function of individual participants' motivation and capacity, the norms of the training group, the training method, the trainer's behavior and trust, the general climate of the organization, etc.
3. Assumption: Individual learning/action leads to improvement on the job.
Truth: Job improvement is a complex function of individual learning, the norms of the working group, and the organizational culture.
4. Since on-the-job performance depends on the variables mentioned above, it can lead to individual frustration. As a result, the individual may become skeptical about the outcomes when attending future training programs.
5. Excessive use of ready-made material and more emphasis on face value rather than actual learning.
6. Convenient outcomes: Trainers often follow a non-controversial path to ensure that participants and organizers are satisfied.
7. Incompetent trainers who heavily rely on standard modules may lack an understanding of action science approaches, systems thinking, socio-technical systems, and other experiential learning tools.
Deboleena Roy
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