".....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 probelm?(as said in the above extract)
Then, for what training is imparted?
Friends!!! Please help me to understand what it means?
From Vietnam, Long Xuyên
3This is taken from an article on TNI from our citeHR.
Why training will not solve the probelm?(as said in the above extract)
Then, for what training is imparted?
Friends!!! Please help me to understand what it means?
From Vietnam, Long Xuyên
Dear Rajkumar,
Let me share my experience with you regarding training and development activities..
It is common problem PERCEIVED by many HR people.
First and foremost 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 the reasons in this example: -
1. People are coming late in the office
2. People did not reply on time or did not work on projects (projects does not get completed within time frame)
3. work does not get completed in working hours or time frame per task / projects (late working hours also consumes money), etc. etc.
if VP - Operations or HR does not given / have clear instructions on what is the real reason behind the training program, then whatever may the good training program, it is non-profitable and does not yield any results.
So till now purpose is not clear..
Another myth? that every training program gives fast results. Then the question arises has specific time frame maintained to observe and evaluate training program?? Again in same example of time management, people does not show any change in their behavior / attitude from next day of training program. So what is the time frame for evaluation???
As you are aware that training programs are based on following requirements only..
1. Organizational changes in processes / practices / procedures / technology
2. Job / work based - task are going to change for e.g. 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 with another job with some training.
Hence depending on purpose and time frame, training programs needs to be arranged for getting expected outcomes.
Hope it will be useful... :shock:
For any questions / suggestions, kindly revert back.
Regards,
Shailendra :roll:
From India, Pune
Let me share my experience with you regarding training and development activities..
It is common problem PERCEIVED by many HR people.
First and foremost 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 the reasons in this example: -
1. People are coming late in the office
2. People did not reply on time or did not work on projects (projects does not get completed within time frame)
3. work does not get completed in working hours or time frame per task / projects (late working hours also consumes money), etc. etc.
if VP - Operations or HR does not given / have clear instructions on what is the real reason behind the training program, then whatever may the good training program, it is non-profitable and does not yield any results.
So till now purpose is not clear..
Another myth? that every training program gives fast results. Then the question arises has specific time frame maintained to observe and evaluate training program?? Again in same example of time management, people does not show any change in their behavior / attitude from next day of training program. So what is the time frame for evaluation???
As you are aware that training programs are based on following requirements only..
1. Organizational changes in processes / practices / procedures / technology
2. Job / work based - task are going to change for e.g. 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 with another job with some training.
Hence depending on purpose and time frame, training programs needs to be arranged for getting expected outcomes.
Hope it will be useful... :shock:
For any questions / suggestions, kindly revert back.
Regards,
Shailendra :roll:
From India, Pune
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 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 an year round support on how and why of the training is given thought to.
Training Need Identification is done on an ongoing basis and individuals who will recieve training are identified.
Competency mapping is done for each individual and some of the areas in which he needs 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 effectiveness of the training can be measured.
Commitment to Training comes from the Top and is highly rewarding and gives an investment return of almost 30% and is thus treated with great respect by several top managements.
I hope that this take care of your queries.
Let me know in case additional inputs are required
Ravi Gorowala
Shailendra has posted wisely on some of the issues. I want to add to the following
Training is seldom if ever treated like 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 an year round support on how and why of the training is given thought to.
Training Need Identification is done on an ongoing basis and individuals who will recieve training are identified.
Competency mapping is done for each individual and some of the areas in which he needs 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 effectiveness of the training can be measured.
Commitment to Training comes from the Top and is highly rewarding and gives an investment return of almost 30% and is thus treated with great respect by several top managements.
I hope that this take care of your queries.
Let me know in case additional inputs are required
Ravi Gorowala
Training may not solve the problem because:
-poor time management may not be the problem requiring 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
-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
-no incentive for managers to apply the new skills after training
Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com
From Australia, Glen Waverley
-poor time management may not be the problem requiring 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
-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
-no incentive for managers to apply the new skills after training
Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com
From Australia, Glen Waverley
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