Hi,
I work in the Human Resources department of an oil & gas company, and I've often seen in performance appraisal forms where supervisors end up listing the training programs required for the person appraised in the "Recommended Development Plan" section of Performance Appraisal forms. The biggest anomaly here is that, for example, a person's weakness/area of improvement has been found to be "lack of leadership capabilities," and the supervisor ends up recommending him for Basic Leadership Training. Is the supervisor under the misconception that leadership training will bring about leadership capabilities in him?
I feel that there should be a development needs assessment instead of a training needs assessment because training is not the only solution for an employee's development. In the above-mentioned case, I believe assigning the employee to drive small projects along with a team may help develop leadership capabilities instead of sending him to leadership training.
I seek the opinions of HR professionals in this regard. Hope to hear from you.
Thanks,
Naved.
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I work in the Human Resources department of an oil & gas company, and I've often seen in performance appraisal forms where supervisors end up listing the training programs required for the person appraised in the "Recommended Development Plan" section of Performance Appraisal forms. The biggest anomaly here is that, for example, a person's weakness/area of improvement has been found to be "lack of leadership capabilities," and the supervisor ends up recommending him for Basic Leadership Training. Is the supervisor under the misconception that leadership training will bring about leadership capabilities in him?
I feel that there should be a development needs assessment instead of a training needs assessment because training is not the only solution for an employee's development. In the above-mentioned case, I believe assigning the employee to drive small projects along with a team may help develop leadership capabilities instead of sending him to leadership training.
I seek the opinions of HR professionals in this regard. Hope to hear from you.
Thanks,
Naved.
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Hi Naved,
Training is a short-term affair and its effect can be short term if not implemented in routine life.
Therefore, it’s necessary to keep a watch on its effectiveness by providing real life situations to the trainee. Assigning him/her a task where he/she can use their leadership skills can bring out changes in their attitude.
Case presented by you requires continuous check and grooming as well by the superior.
Best Regards,
Upasna Kaushik
From India, Delhi
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Training is a short-term affair and its effect can be short term if not implemented in routine life.
Therefore, it’s necessary to keep a watch on its effectiveness by providing real life situations to the trainee. Assigning him/her a task where he/she can use their leadership skills can bring out changes in their attitude.
Case presented by you requires continuous check and grooming as well by the superior.
Best Regards,
Upasna Kaushik
From India, Delhi
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Hi Naved,
Regarding the issue you raised, and in complement with Upasna Kaushik's response, I just wish to add that it is important to put everything in its context. For example, if one says 'lack of leadership capabilities' as a general assessment, what were the indicators for this? The indicators point to the prescribed solution. Leaders are born, but they are also made. In our context, we deal with how to make leaders, and this should be focused on identifying the individual's strengths and weaknesses in leadership. Complementing and boosting the strengths while addressing the specific weaknesses, whether it is through training or providing practical challenges, etc. Eventually, the package targets engraining lasting skills and persona that make one an effective leader.
Regards,
Moses J. Emanuel
From Tanzania, Dar Es Salaam
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Regarding the issue you raised, and in complement with Upasna Kaushik's response, I just wish to add that it is important to put everything in its context. For example, if one says 'lack of leadership capabilities' as a general assessment, what were the indicators for this? The indicators point to the prescribed solution. Leaders are born, but they are also made. In our context, we deal with how to make leaders, and this should be focused on identifying the individual's strengths and weaknesses in leadership. Complementing and boosting the strengths while addressing the specific weaknesses, whether it is through training or providing practical challenges, etc. Eventually, the package targets engraining lasting skills and persona that make one an effective leader.
Regards,
Moses J. Emanuel
From Tanzania, Dar Es Salaam
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Hi Naved,
My view is that both basic leadership training and continuous development projects are equally important. One cannot become a leader solely by being a part of the team; it is essential to have received basic training in leadership and supervisory development.
I also recommend mentor programs and assigning small group tasks with responsibilities to be monitored and assessed by the leaders of the company.
Cheerio,
Rajat Joshi
From India, Pune
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108My view is that both basic leadership training and continuous development projects are equally important. One cannot become a leader solely by being a part of the team; it is essential to have received basic training in leadership and supervisory development.
I also recommend mentor programs and assigning small group tasks with responsibilities to be monitored and assessed by the leaders of the company.
Cheerio,
Rajat Joshi
From India, Pune
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My concern stems from the lack of appreciation of the statement 'Lacks Leadership capabilities and I would suggest that effort be made to educate line managers on the use of the term. As earlier noted, there needs to have been pointers which should, I imagine, mean that the person has been asked to run a small task and showed ineptitude. I believe if there is sufficient involvement, employees will take up the ownership of their tasks.
I agree with Raja; both training and development work hand in hand. You should not, in fact, place someone in that capacity before simulating it in training. Failure could be costly to the organization and the staff.
Oris
From Nigeria,
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I agree with Raja; both training and development work hand in hand. You should not, in fact, place someone in that capacity before simulating it in training. Failure could be costly to the organization and the staff.
Oris
From Nigeria,
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Dear Colleagues,
All the comments made are quite relevant. I just want to add mine. Basically, training would always have its own benefits; however, I would strongly support the notion that when an employee's tasks or responsibilities are expected to change, training should be done prior to the assignment. Otherwise, I do not think he/she should be held liable for any failure that emanates from such redeployment.
Refresher courses could be introduced, fast track courses for those that might be changing departments, e.g., HR to Marketing. Advanced management courses for those due for promotion to that cadre, and general courses for others to be elevated.
Based on the training given, employees could be assessed or appraised based on their output after taking up these new tasks or responsibilities.
Thanks.
From Nigeria, Lagos
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All the comments made are quite relevant. I just want to add mine. Basically, training would always have its own benefits; however, I would strongly support the notion that when an employee's tasks or responsibilities are expected to change, training should be done prior to the assignment. Otherwise, I do not think he/she should be held liable for any failure that emanates from such redeployment.
Refresher courses could be introduced, fast track courses for those that might be changing departments, e.g., HR to Marketing. Advanced management courses for those due for promotion to that cadre, and general courses for others to be elevated.
Based on the training given, employees could be assessed or appraised based on their output after taking up these new tasks or responsibilities.
Thanks.
From Nigeria, Lagos
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Hello All,
I have been following the discussions on this side, and I must say I find them all interesting. Let me add just my few cents worth regarding training, supervision, and all matters that may relate to the line of discussions above.
I believe that personnel movement from different departments or areas of responsibility should be related to competency, or this may just be an invitation for failure. As for managerial responsibilities, I agree that training can do something about it, but this should not be done as a palliative solution. I believe that leadership is a characteristic expected of everyone in the organization, not reserved for supervisors and managers alone. Rank and file people are leaders in their own right and should also be recognized as such. In fact, in all strata of the organizations, everyone should be enjoined to perform decision-making responsibilities and be accountable for the same. This way, solutions to whatever areas of concern become everybody's concern and not the concern of "formal" leaders alone. In my years of Training, Consulting, and Coaching experience, I have seen that empowerment is a very big area that could very much influence the making or the breaking of an organization. That said, I certainly believe that a competency audit may be a good start and basis for whatever TNA. Have a nice day everyone.
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I have been following the discussions on this side, and I must say I find them all interesting. Let me add just my few cents worth regarding training, supervision, and all matters that may relate to the line of discussions above.
I believe that personnel movement from different departments or areas of responsibility should be related to competency, or this may just be an invitation for failure. As for managerial responsibilities, I agree that training can do something about it, but this should not be done as a palliative solution. I believe that leadership is a characteristic expected of everyone in the organization, not reserved for supervisors and managers alone. Rank and file people are leaders in their own right and should also be recognized as such. In fact, in all strata of the organizations, everyone should be enjoined to perform decision-making responsibilities and be accountable for the same. This way, solutions to whatever areas of concern become everybody's concern and not the concern of "formal" leaders alone. In my years of Training, Consulting, and Coaching experience, I have seen that empowerment is a very big area that could very much influence the making or the breaking of an organization. That said, I certainly believe that a competency audit may be a good start and basis for whatever TNA. Have a nice day everyone.
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To just state a point... I agree that leaders are made. Leadership, like any other skill, can be learned. For me, for instance, I never used to work on projects in the first semester. I would like to research and always depended on others to tell me what to do.
I don't know what my economics teacher saw in me and made me a team leader for a project. That is where I understood the responsibility. Fortunately, I have lots of friends who helped me out when I was the leader, and my project really rocked. This was 2 years ago. Now I always look out for opportunities where I can help out.
So, I would suggest giving the person small responsibilities, but don't lose touch with the person. Keep an eye on him.
Regards,
Sunayna
Your views are welcome.
From India, Mumbai
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I don't know what my economics teacher saw in me and made me a team leader for a project. That is where I understood the responsibility. Fortunately, I have lots of friends who helped me out when I was the leader, and my project really rocked. This was 2 years ago. Now I always look out for opportunities where I can help out.
So, I would suggest giving the person small responsibilities, but don't lose touch with the person. Keep an eye on him.
Regards,
Sunayna
Your views are welcome.
From India, Mumbai
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Intro to Employee Training & Development - PPT.ppt
Training and Development.doc