Not a Consumer Item!
As our way of doing business and managing affairs changes, new competencies and capabilities are required to keep pace with the times in the business world. To stay competitive in the market, we also need to upgrade our people's skills and knowledge.
Today, training has completely changed. It is not as it was two to three decades ago. It has expanded with the help of technology from mere sharing of information to expert consulting and ongoing coaching.
While training can help employees learn new skills required to meet new expectations, it is equally important for the organization to ensure that the trainer is competent to deliver what is expected. The reason why training is undervalued and why most organizations do not demonstrate much faith and commitment in investing in the training function is because of the unprecedented growth of trainers flooded in the market with little or no competence, thereby eroding the credibility of the function. They are mere marketing agencies selling one-for-all programs like a cosmetic product, vehicle, or insurance. This has posed a danger. It is not difficult to find trainers who have read one or two books, attended a few trainings, collected some content from the internet without attaining deep knowledge of the subject, and present themselves as expert trainers. Training skills, customized content with consulting and coaching expertise of the trainer on a particular subject are somewhere lost in this business-dominated environment where training many times is viewed as a networking and pleasure event. Perhaps, it often does not provide value.
Even though investment in training is one of the best ways to exhibit management's commitment towards employees' care for their professional development, there are many things training cannot do. Training will not resolve problems that occur due to a mismatch of work profile with the employee. Poor work structure, ambiguities in responsibilities and authorities, and unaccountable work culture also cannot be resolved through training. If some trainer guarantees that, think twice. These identified issues are to be addressed by the organization and not by the trainer in a classroom. As managers, you are required to ensure that training as the right tool is used to solve the issue and appropriate organizational support is available to make that effective.
Training is a serious affair. It has to be properly structured, keeping in mind the organizational objectives and employees' needs, coupled with an assessment of the trainer's capability to enhance required skills and knowledge and its application by participants. The trainer should not only be able to answer questions from participants but also be competent to show the path in ambiguous situations with practical solutions. The trainer should be able to make a case with his program contents that help with what ails your organization.
Effective training is not a consumer item. It is a professional service that needs to be linked to and customized for your employees, aligning with their expectations to address the gaps in the organization that interfere with optimal performance.
The September 2016 cover story on training skills encounters many such issues being faced by the function. Domain experts from corporate and professional fields have come up with diversified thoughts that will compel you to think from a fresh perspective.
If you like it, let us know. If not, well, let us know that too.
Happy Reading!
From India, Delhi
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181As our way of doing business and managing affairs changes, new competencies and capabilities are required to keep pace with the times in the business world. To stay competitive in the market, we also need to upgrade our people's skills and knowledge.
Today, training has completely changed. It is not as it was two to three decades ago. It has expanded with the help of technology from mere sharing of information to expert consulting and ongoing coaching.
While training can help employees learn new skills required to meet new expectations, it is equally important for the organization to ensure that the trainer is competent to deliver what is expected. The reason why training is undervalued and why most organizations do not demonstrate much faith and commitment in investing in the training function is because of the unprecedented growth of trainers flooded in the market with little or no competence, thereby eroding the credibility of the function. They are mere marketing agencies selling one-for-all programs like a cosmetic product, vehicle, or insurance. This has posed a danger. It is not difficult to find trainers who have read one or two books, attended a few trainings, collected some content from the internet without attaining deep knowledge of the subject, and present themselves as expert trainers. Training skills, customized content with consulting and coaching expertise of the trainer on a particular subject are somewhere lost in this business-dominated environment where training many times is viewed as a networking and pleasure event. Perhaps, it often does not provide value.
Even though investment in training is one of the best ways to exhibit management's commitment towards employees' care for their professional development, there are many things training cannot do. Training will not resolve problems that occur due to a mismatch of work profile with the employee. Poor work structure, ambiguities in responsibilities and authorities, and unaccountable work culture also cannot be resolved through training. If some trainer guarantees that, think twice. These identified issues are to be addressed by the organization and not by the trainer in a classroom. As managers, you are required to ensure that training as the right tool is used to solve the issue and appropriate organizational support is available to make that effective.
Training is a serious affair. It has to be properly structured, keeping in mind the organizational objectives and employees' needs, coupled with an assessment of the trainer's capability to enhance required skills and knowledge and its application by participants. The trainer should not only be able to answer questions from participants but also be competent to show the path in ambiguous situations with practical solutions. The trainer should be able to make a case with his program contents that help with what ails your organization.
Effective training is not a consumer item. It is a professional service that needs to be linked to and customized for your employees, aligning with their expectations to address the gaps in the organization that interfere with optimal performance.
The September 2016 cover story on training skills encounters many such issues being faced by the function. Domain experts from corporate and professional fields have come up with diversified thoughts that will compel you to think from a fresh perspective.
If you like it, let us know. If not, well, let us know that too.
Happy Reading!
From India, Delhi
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Copy of SKILLS DEVELOPMENT TRAINING PROFILE 2008-2009.doc
Competency Development.xls