In every industry there are seniors, who have plenty of experience and knowledge but tend to limit their scope of performance by an attitude of 'this is ok for this company and salary.' Management is concerned at this. Attitude type of programs are of no interest to the org. All motivation and incentives to them failed to inspire them.
is there any other effective module or title that can work here? Many of the participants are senior supervisors and managers. The moment they are called for training, they are reluctant to attend. Any ideas?
KS Rao
From India, Hyderabad
10is there any other effective module or title that can work here? Many of the participants are senior supervisors and managers. The moment they are called for training, they are reluctant to attend. Any ideas?
KS Rao
From India, Hyderabad
Dear Mr KS Rao,
What you are talking about happens when management takes traditional approach and not a dynamic one.
When organisation decides the business objectives and based on the business objectives frames the measures of performance, no question of salary and company comes in picture. Secondly, whether they like training or not, they have to show the performance. To perform, they have to acquire certain skill set. So automatically, they start taking the training programmes seriously.
Thirdly, new management approach is to lay a career path for every employee and groom every employee for future position. If employees are not clear when they will get promotion or if the promotion is going to be based on number of years in that company, then what is the need for them to learn?
Fourthly, Mr Rao, it is the duty of management to promote the culture of learning or to create a learning organisation. How many times their MD or Director attended whole day training programme? If the answer is no then what prompted to think that MD or Director that he need not acquire any skills?
Nobody is born with any skills. These need to be acquired. Acquisition comes with practice and above all willingness.
Fifthly, has any time any disciplinary action been taken for non-implementation of learning? If not then why not? Why employees are treated like VIPs?
There are so many issues Mr Rao. What case example you have given belongs to old school of management. I would say it is a failure of leadership.
Ok...
Dinesh V Divekar
Limit of your words is limit of your world[I][COLOR=#0000BF][COLOR=#FF0000]
From India, Bangalore
What you are talking about happens when management takes traditional approach and not a dynamic one.
When organisation decides the business objectives and based on the business objectives frames the measures of performance, no question of salary and company comes in picture. Secondly, whether they like training or not, they have to show the performance. To perform, they have to acquire certain skill set. So automatically, they start taking the training programmes seriously.
Thirdly, new management approach is to lay a career path for every employee and groom every employee for future position. If employees are not clear when they will get promotion or if the promotion is going to be based on number of years in that company, then what is the need for them to learn?
Fourthly, Mr Rao, it is the duty of management to promote the culture of learning or to create a learning organisation. How many times their MD or Director attended whole day training programme? If the answer is no then what prompted to think that MD or Director that he need not acquire any skills?
Nobody is born with any skills. These need to be acquired. Acquisition comes with practice and above all willingness.
Fifthly, has any time any disciplinary action been taken for non-implementation of learning? If not then why not? Why employees are treated like VIPs?
There are so many issues Mr Rao. What case example you have given belongs to old school of management. I would say it is a failure of leadership.
Ok...
Dinesh V Divekar
Limit of your words is limit of your world[I][COLOR=#0000BF][COLOR=#FF0000]
From India, Bangalore
Dear Mr KS Rao,
Refer my reply at : -
https://www.citehr.com/245603-any-tr...ml#post1102259
Dinesh V Divekar
From India, Bangalore
Refer my reply at : -
https://www.citehr.com/245603-any-tr...ml#post1102259
Dinesh V Divekar
From India, Bangalore
Dear Dinesh,
Thanks for the anlytical reply. I fully agree with you. The issue under reference is with a large PSU where no body cares anybody. You know, the fundamental issue is they stopped recruitments some 15 years back. It was overcrowded. Secondly they also did not have promotions in a usual manner. A clerk who joined some 25 years back today retires, may be as a senior clerk. Therefore, there is a widespread indifference and probably negativism in this org. It is not that they participate in training workshops. They participate for take-aways, for two days rest in AC halls and some fun activity.
In fact, the situation is like this. Whatever you teach on creativity, for example, they always complain, why sir, where do you want me to use this creativity. We have to listen to our boss unquestionably. And if you think from boss's point of view they aclaim 'our stay is only a year of two. We want to systems in their place.
Excepting protocols, nothing will go systematic there. Thanks for your thoughts. Regards,
KS Rao
From India, Hyderabad
Thanks for the anlytical reply. I fully agree with you. The issue under reference is with a large PSU where no body cares anybody. You know, the fundamental issue is they stopped recruitments some 15 years back. It was overcrowded. Secondly they also did not have promotions in a usual manner. A clerk who joined some 25 years back today retires, may be as a senior clerk. Therefore, there is a widespread indifference and probably negativism in this org. It is not that they participate in training workshops. They participate for take-aways, for two days rest in AC halls and some fun activity.
In fact, the situation is like this. Whatever you teach on creativity, for example, they always complain, why sir, where do you want me to use this creativity. We have to listen to our boss unquestionably. And if you think from boss's point of view they aclaim 'our stay is only a year of two. We want to systems in their place.
Excepting protocols, nothing will go systematic there. Thanks for your thoughts. Regards,
KS Rao
From India, Hyderabad
dear mr.rao
ur querry is slightly vague.
what are the KRAs of these gentlemen?
what next is the unanswered question seems that the orgn in question has not answered properly.
why they have slowed down?
any improvements expected have you shared with them?
hv you talked about new people and new blood?
if they are indispensible agoin it is a fault of the organization.
you forward the details I may be able to handle,
regards
RAJENDRA CHANDORKAR
From India, Nagpur
ur querry is slightly vague.
what are the KRAs of these gentlemen?
what next is the unanswered question seems that the orgn in question has not answered properly.
why they have slowed down?
any improvements expected have you shared with them?
hv you talked about new people and new blood?
if they are indispensible agoin it is a fault of the organization.
you forward the details I may be able to handle,
regards
RAJENDRA CHANDORKAR
From India, Nagpur
dear mr rao
pl find one of my articles may be useful for u
regards
Training Tenets
Training, along with various components such as, its objective, design, implementation, review, expected learnings and take-aways, has always fascinated the managers, teachers and the consultants. Training has been promoted as the ultimate magic key for the results expected and more often promised success. It is said that man is a rational animal, hence can be molded irrespective of his age, education and of course the talent or lack of it.
As a trainer, one has to understand the concept of latent potential and its role in the overall training activity. One can rarely afford to be on a cribbing side that says the quality of the trainees is not good. The trainer should actually thank his stars that the trainees are what they are. He should also know for certain that he is needed only because the trainees are not perfect. The trainer has to accept the trainees on a strict ‘as is where is’ basis, as in the case of second hand cars. When you decide to buy such item, you intend to improve the same and get a modified version, which is useful and more productive in the future.
A variety of training activities are accepted by the corporates these days: such as mentoring, soft skills training, technical skills training, job placement and retention, case management, language training, basic needs, etc. The trainer has to find out the efficacy and possible application of each of the above on a case to case basis and persevere with the thought-out plans. And then have patience to look forward to the results. If the results are what they were expected to be he should rejoice for a while and then immediately switch to various others who need the training and help.
In any organization they always have training in one or the other form, which may mean that they have training programs, schedules, papers to prove that some activity was conducted. The trainer on the other hand knows exactly, what is the exact significance of the program conducted though he may not publicly accept, either because of diplomacy or out of the fear of getting a dreaded pink slip. What are the parameters of a successful training program is always the matter with lot of assumptions, false statements just to please the top man.
What to look for?
1. The first thing that the trainer has to look for is the willingness of a person who is to be trained. The reason is simple as it decides the process, the intensity and most importantly the success rate. The training is as effective as the trainees make it, which makes the active participation of the trainees very important. The PPMA (Physically Present Mentally Absent) variety and its proportion really decide the ultimate success of any training activity. For example, nearly all faculty improvement programs in the universities, the bridge programs in the management, very rarely have the trainee’s mental approval and subsequent effective participation.
2. Secondly, the trainer has to firmly believe that the training is always aimed towards what a person would be able to achieve rather than what he has actually so far achieved. This perspective may decide the direction of the training and its resultant success. Further, the trainer has to paint a picture of a possible prosperity of the trainee provided he maintains a focused attitude. The focus has to be on a LASER Beam version to be effective. The training is mainly to teach the trainees about how to maintain the focus and the effort levels, till the pre decided objective is achieved.
3. The training activity is about giving the required confidence to a not so-sure person to perform the desired task at an accepted level. The confidence is a function of practice. The trainer has to design tests which should have a gradually increasing difficulty levels. Each level crossed is a minor achievement for the trainee and he is transferred to a more difficult phase in a smooth way.
4 The trainer has to be ready for the immediate ‘what next’ question. He has to also keep in mind that the trainees are usually an impatient lot and are rarely inclined to wait, once they finish a given task. From the date of induction, till the conclusion of the training program, the trainer has to ensure that he is at least one step ahead of the trainees.
5 The trainer has to make a choice right in the beginning. He can be either popular or proper.
[[B]What not to look for?
The thing, which occupies the foremost position in the mind of the trainer, is the wishful thinking that he gets good trainees. It is all right till it remains at the level of thinking only. He should remember that the choice is out side the purview of his authority. He should not look for the following aspects:
1. The first thing that the trainer has to overlook is the looks of the trainee. As the looks whether good or bad is not the making of the trainee. He has no credit for his good looks nor is he to be blamed otherwise. The trainer has to look for what he along with the trainee can achieve with whatever available.
2. The second thing the trainer should forego is what experience the trainee has. The success of the training process is based on a simple fact, which focuses on what can be achieved rather than what the trainee has so far done in his life.
3. The trainer should not focus on the number of attempts, which a trainee requires to finish a particular assignment, but somehow should encourage the trainee to undertake a new one and finish it in lesser time and attempts.
4. The trainer should never forget that it is the trainee whose performance is ultimately responsible for the success of the trainer and not the vice versa.
The training process is a partnership amongst a trainer, trainees and an organization, with some written and some un-written understandings. The un-written part of the understanding, along with the belief level with which, each constituent approaches the training, forms the core of the anticipated success in the Future.
The author is a Soft Skills Trainer at the ICFAI National College, Nagpur.
Rajendra Chandorkar
Aabha, 53, Vasant Nagar,
Nagpur: 440022
Cell: 09423102543
From India, Nagpur
pl find one of my articles may be useful for u
regards
Training Tenets
Training, along with various components such as, its objective, design, implementation, review, expected learnings and take-aways, has always fascinated the managers, teachers and the consultants. Training has been promoted as the ultimate magic key for the results expected and more often promised success. It is said that man is a rational animal, hence can be molded irrespective of his age, education and of course the talent or lack of it.
As a trainer, one has to understand the concept of latent potential and its role in the overall training activity. One can rarely afford to be on a cribbing side that says the quality of the trainees is not good. The trainer should actually thank his stars that the trainees are what they are. He should also know for certain that he is needed only because the trainees are not perfect. The trainer has to accept the trainees on a strict ‘as is where is’ basis, as in the case of second hand cars. When you decide to buy such item, you intend to improve the same and get a modified version, which is useful and more productive in the future.
A variety of training activities are accepted by the corporates these days: such as mentoring, soft skills training, technical skills training, job placement and retention, case management, language training, basic needs, etc. The trainer has to find out the efficacy and possible application of each of the above on a case to case basis and persevere with the thought-out plans. And then have patience to look forward to the results. If the results are what they were expected to be he should rejoice for a while and then immediately switch to various others who need the training and help.
In any organization they always have training in one or the other form, which may mean that they have training programs, schedules, papers to prove that some activity was conducted. The trainer on the other hand knows exactly, what is the exact significance of the program conducted though he may not publicly accept, either because of diplomacy or out of the fear of getting a dreaded pink slip. What are the parameters of a successful training program is always the matter with lot of assumptions, false statements just to please the top man.
What to look for?
1. The first thing that the trainer has to look for is the willingness of a person who is to be trained. The reason is simple as it decides the process, the intensity and most importantly the success rate. The training is as effective as the trainees make it, which makes the active participation of the trainees very important. The PPMA (Physically Present Mentally Absent) variety and its proportion really decide the ultimate success of any training activity. For example, nearly all faculty improvement programs in the universities, the bridge programs in the management, very rarely have the trainee’s mental approval and subsequent effective participation.
2. Secondly, the trainer has to firmly believe that the training is always aimed towards what a person would be able to achieve rather than what he has actually so far achieved. This perspective may decide the direction of the training and its resultant success. Further, the trainer has to paint a picture of a possible prosperity of the trainee provided he maintains a focused attitude. The focus has to be on a LASER Beam version to be effective. The training is mainly to teach the trainees about how to maintain the focus and the effort levels, till the pre decided objective is achieved.
3. The training activity is about giving the required confidence to a not so-sure person to perform the desired task at an accepted level. The confidence is a function of practice. The trainer has to design tests which should have a gradually increasing difficulty levels. Each level crossed is a minor achievement for the trainee and he is transferred to a more difficult phase in a smooth way.
4 The trainer has to be ready for the immediate ‘what next’ question. He has to also keep in mind that the trainees are usually an impatient lot and are rarely inclined to wait, once they finish a given task. From the date of induction, till the conclusion of the training program, the trainer has to ensure that he is at least one step ahead of the trainees.
5 The trainer has to make a choice right in the beginning. He can be either popular or proper.
[[B]What not to look for?
The thing, which occupies the foremost position in the mind of the trainer, is the wishful thinking that he gets good trainees. It is all right till it remains at the level of thinking only. He should remember that the choice is out side the purview of his authority. He should not look for the following aspects:
1. The first thing that the trainer has to overlook is the looks of the trainee. As the looks whether good or bad is not the making of the trainee. He has no credit for his good looks nor is he to be blamed otherwise. The trainer has to look for what he along with the trainee can achieve with whatever available.
2. The second thing the trainer should forego is what experience the trainee has. The success of the training process is based on a simple fact, which focuses on what can be achieved rather than what the trainee has so far done in his life.
3. The trainer should not focus on the number of attempts, which a trainee requires to finish a particular assignment, but somehow should encourage the trainee to undertake a new one and finish it in lesser time and attempts.
4. The trainer should never forget that it is the trainee whose performance is ultimately responsible for the success of the trainer and not the vice versa.
The training process is a partnership amongst a trainer, trainees and an organization, with some written and some un-written understandings. The un-written part of the understanding, along with the belief level with which, each constituent approaches the training, forms the core of the anticipated success in the Future.
The author is a Soft Skills Trainer at the ICFAI National College, Nagpur.
Rajendra Chandorkar
Aabha, 53, Vasant Nagar,
Nagpur: 440022
Cell: 09423102543
From India, Nagpur
Dear Mr. Rao,
Before I suggest something, I would like to know two things about your PSU:
1) In which year your PSU was created? and
2) If PSU was created by conversion of some Government Department, have all the senior officers been absorbed permanently in your organization, or there are still some officers who are not absorbed and are still on deputation to your organization?
On receipt of your clarification probably I may be able to solve you problem.
PS Dhingra
Vigilance & Transformation Management Consultant
Dhingra Group of management & Educational Consultants
New Delhi
From India, Delhi
Before I suggest something, I would like to know two things about your PSU:
1) In which year your PSU was created? and
2) If PSU was created by conversion of some Government Department, have all the senior officers been absorbed permanently in your organization, or there are still some officers who are not absorbed and are still on deputation to your organization?
On receipt of your clarification probably I may be able to solve you problem.
PS Dhingra
Vigilance & Transformation Management Consultant
Dhingra Group of management & Educational Consultants
New Delhi
From India, Delhi
In continuation to above, I am of the opinion that in Govt. sector by and large, training is conucted just for the sake of it. The focal point of training is PERFORMANCE which is not vital or key point for promotion in Govt. sector. The R/Rs are followed for promotion.The appraisal system is subjective. There is a need for heavy reforms for making PERFOMANCE the central point for promotion. Seniority has to be overlooked, if senior is a non performer. What the training will do if performer and non performer both are evaluated and rewarded in same manner? Dont forget the old principle...GARBAGE IN ,GARBAGE OUT.
Though I am against threatening , but also believe that there has to be some sort of threat perception for the non performer or in contray, reward for the performer.
VKPandey
From India, Delhi
Though I am against threatening , but also believe that there has to be some sort of threat perception for the non performer or in contray, reward for the performer.
VKPandey
From India, Delhi
KSR,
Your problem is not unique. One or more of the following might be true in your case:
1. Employee have a lot of free time and by that I mean they are busy enough through their work hours. (read low productivity)
2. Their interaction with their supervisors aill generally be limited to leaves, reimbursements, salary issues if at all and not about work related
3. There is either complete lack or grossly insufficient lack of pride in the work they are delvering
4. They are not intellectually challenged, they probably are doing the work they did for many years
There are few things you may attempt which does not specialist help:
1. Supervisors and managers must spend 5-10 minute everyday in conducting a meeting that kind of explains how was previous day's work and brief them anything for the day
2. Anyone who did what supposed to be done or even extra must be appreciated for their work during this meeting.
3. Set small achievable goals for the day or short term say 1-2 days
4. Encourage the employees to come up ideas to make the the office a better place to work.
5. Send out an appreciation note say once a month to those who did well
etc...
Please remember...that the flavour of all discussions at all times must be positive and encouraging. If any employee has not met expectations...for the time being they should not be reprimanded. How ever they must see that the maanger is clearly appreciative of the ones who are doing what was expected.
It is very important that the employee feel a certain sense of pride in their. Right now they don't.
There are way and means to understand how well the maangers/supervisors connect to their employees. In a similar situuation for a PSU in Bangalore, I had worked alongside an HRfirm called AceNgage (HR solutions: Exit Interviews, Surveys, Coaching, R&R programmes, & more) who helped understand levels of engagement alognside the improvement initiatives that were rolled out.
Not much changes in short periods but you should certainly see the enthusiasm levels go up and just get the feeling that it a company where employees are happy and proud.
I hope this was helpful
Best wishes
From India, Bangalore
Your problem is not unique. One or more of the following might be true in your case:
1. Employee have a lot of free time and by that I mean they are busy enough through their work hours. (read low productivity)
2. Their interaction with their supervisors aill generally be limited to leaves, reimbursements, salary issues if at all and not about work related
3. There is either complete lack or grossly insufficient lack of pride in the work they are delvering
4. They are not intellectually challenged, they probably are doing the work they did for many years
There are few things you may attempt which does not specialist help:
1. Supervisors and managers must spend 5-10 minute everyday in conducting a meeting that kind of explains how was previous day's work and brief them anything for the day
2. Anyone who did what supposed to be done or even extra must be appreciated for their work during this meeting.
3. Set small achievable goals for the day or short term say 1-2 days
4. Encourage the employees to come up ideas to make the the office a better place to work.
5. Send out an appreciation note say once a month to those who did well
etc...
Please remember...that the flavour of all discussions at all times must be positive and encouraging. If any employee has not met expectations...for the time being they should not be reprimanded. How ever they must see that the maanger is clearly appreciative of the ones who are doing what was expected.
It is very important that the employee feel a certain sense of pride in their. Right now they don't.
There are way and means to understand how well the maangers/supervisors connect to their employees. In a similar situuation for a PSU in Bangalore, I had worked alongside an HRfirm called AceNgage (HR solutions: Exit Interviews, Surveys, Coaching, R&R programmes, & more) who helped understand levels of engagement alognside the improvement initiatives that were rolled out.
Not much changes in short periods but you should certainly see the enthusiasm levels go up and just get the feeling that it a company where employees are happy and proud.
I hope this was helpful
Best wishes
From India, Bangalore
Dear Mr Rao,
Greetings From Dun & Bradstreet
We have the solution to address your concern. I represent D&B Learning Solutions, which is the learning services arm of Dun & Bradstreet Information Services India Pvt. Ltd.
D&B Learning Solutions can be your learning partner - all the way from requirement to deployment and add value to your organization.
PFA the PDF for more information on the services offered by D&B Learning Solutions.
Request your response at the earliest. Your cooperation in this regards will be of great help.
Thanks & Regards
Benedict Philip
Unit Manager - Learning Solutions
Dun & Bradstreet Information Services India Pvt Ltd.
Tel No: +91-44-28516648/79
Cell : +91-9962226000
From India, Madras
Greetings From Dun & Bradstreet
We have the solution to address your concern. I represent D&B Learning Solutions, which is the learning services arm of Dun & Bradstreet Information Services India Pvt. Ltd.
D&B Learning Solutions can be your learning partner - all the way from requirement to deployment and add value to your organization.
PFA the PDF for more information on the services offered by D&B Learning Solutions.
Request your response at the earliest. Your cooperation in this regards will be of great help.
Thanks & Regards
Benedict Philip
Unit Manager - Learning Solutions
Dun & Bradstreet Information Services India Pvt Ltd.
Tel No: +91-44-28516648/79
Cell : +91-9962226000
From India, Madras
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Program Life cycle for Softskills Training.ppt