Most Managements have a jaundiced view on training which is the very core criteria in building a talent pool of skilled employees. When you resort to short term measures like poaching etc longterm measures like training take a backseat. Flawed thinking really
From India, Coimbatore
From India, Coimbatore
Hi,
I am a student at the SP Jain Center of Management (S.P.Jain Center of Management, Dubai . Singapore).
As part of our MBA course curriculum, I am conducting a survey on the training needs of enterprises in India. This is to provide a whitepaper on future trends and systems which will make learning and development more effective.
If you are involved in the learning / training department at your organization, I would be highly obliged if you could spare a few minutes to fill out my online survey at the link:
Review of Learning Managment Systems - India
The result of the survey will help in answering the questions raised in this post.
Regards,
Mahak
From India, Mumbai
I am a student at the SP Jain Center of Management (S.P.Jain Center of Management, Dubai . Singapore).
As part of our MBA course curriculum, I am conducting a survey on the training needs of enterprises in India. This is to provide a whitepaper on future trends and systems which will make learning and development more effective.
If you are involved in the learning / training department at your organization, I would be highly obliged if you could spare a few minutes to fill out my online survey at the link:
Review of Learning Managment Systems - India
The result of the survey will help in answering the questions raised in this post.
Regards,
Mahak
From India, Mumbai
Dear Sandeep,
This is Sudarshan Choradia from Bangalore. I am the founder and chief coach at New Edge Training Solutions. Here are some of the factors why Indian companies lag behind in training:
Training happens at two levels - a) On-the-job training and b) Off-the-job training. At N.E.T.S, we focus on off-the-job training.
1. It's not whether the companies can afford training their employees in monetary terms, but what I have seen is that they are not willing to give adequate time for it.
2. The methodology used for evaluating training effectiveness is not satisfactory.
3. Time is the most critical factor. Every training is a cause set in motion, and once the wheel starts spinning, there will be a moment in time where we begin to notice change. Indian organizations need to be patient in terms of visible and measurable results.
4. The trainers give their 100% while conducting sessions. It is also the responsibility of the employees to put in their efforts. Most of the employees take training for granted. Employees need to ensure that they are constantly applying the tools and techniques shared in the sessions. They need to understand that mastery of any skill takes time and effort.
5. The system never fails; we fail the system.
I hope that the information shared is helpful.
Cheers & regards,
Sudarshan Choradia
From India, Bangalore
This is Sudarshan Choradia from Bangalore. I am the founder and chief coach at New Edge Training Solutions. Here are some of the factors why Indian companies lag behind in training:
Training happens at two levels - a) On-the-job training and b) Off-the-job training. At N.E.T.S, we focus on off-the-job training.
1. It's not whether the companies can afford training their employees in monetary terms, but what I have seen is that they are not willing to give adequate time for it.
2. The methodology used for evaluating training effectiveness is not satisfactory.
3. Time is the most critical factor. Every training is a cause set in motion, and once the wheel starts spinning, there will be a moment in time where we begin to notice change. Indian organizations need to be patient in terms of visible and measurable results.
4. The trainers give their 100% while conducting sessions. It is also the responsibility of the employees to put in their efforts. Most of the employees take training for granted. Employees need to ensure that they are constantly applying the tools and techniques shared in the sessions. They need to understand that mastery of any skill takes time and effort.
5. The system never fails; we fail the system.
I hope that the information shared is helpful.
Cheers & regards,
Sudarshan Choradia
From India, Bangalore
Dear Sandeep,
In India, the top management of banks is really interested in training and so frames a training policy. I am speaking of public sector banks in India. The training colleges are equally interested in imparting training. However, it is the middle-layer management - often the branch managers - which often come in the way. Either the branch managers are not interested in sending the employees for training or they feel it is not worthwhile sending them!! They are the real culprits who discourage the staff. Of course, there are honorable exceptions. That is why some of the banks have started recovering the training cost if the employee doesn't attend the training after two nominations. But if the branch head receives a call for training, he will positively attend it regardless of branch problems! Therefore, we require managers who are interested in encouraging employees to attend the training, but their number is very less. This is my 30 years of experience in banks.
Added to this, some faculty use too many PowerPoint presentations, which defeats the purpose of training. I have seen one faculty member using 50 slides on a "know your customer" training program but often could not do justice to it as the time for completing it was always insufficient. That means we do not involve the participants. The faculty do not emphasize certain important things when required. Faculty do not prepare well in advance for the program, but do it as a ritual. They don't read and update the handouts given to participants.
The delivery is not inspiring; often, it is a mechanical presentation. They don't breathe life into their presentation. Many of the faculty only have their eyes on "good feedback" to continue in the training system. Hence, they will be too kind to participants. They often leave them before concluding the program. If a participant comes late, they don't ask him "why he is late?" This is what I have observed.
Training can really be made useful and motivating if the faculty is genuinely interested and breathes life into his presentation. But alas! ...
M.J. Subramanyam, Chennai
From India, Bangalore
24In India, the top management of banks is really interested in training and so frames a training policy. I am speaking of public sector banks in India. The training colleges are equally interested in imparting training. However, it is the middle-layer management - often the branch managers - which often come in the way. Either the branch managers are not interested in sending the employees for training or they feel it is not worthwhile sending them!! They are the real culprits who discourage the staff. Of course, there are honorable exceptions. That is why some of the banks have started recovering the training cost if the employee doesn't attend the training after two nominations. But if the branch head receives a call for training, he will positively attend it regardless of branch problems! Therefore, we require managers who are interested in encouraging employees to attend the training, but their number is very less. This is my 30 years of experience in banks.
Added to this, some faculty use too many PowerPoint presentations, which defeats the purpose of training. I have seen one faculty member using 50 slides on a "know your customer" training program but often could not do justice to it as the time for completing it was always insufficient. That means we do not involve the participants. The faculty do not emphasize certain important things when required. Faculty do not prepare well in advance for the program, but do it as a ritual. They don't read and update the handouts given to participants.
The delivery is not inspiring; often, it is a mechanical presentation. They don't breathe life into their presentation. Many of the faculty only have their eyes on "good feedback" to continue in the training system. Hence, they will be too kind to participants. They often leave them before concluding the program. If a participant comes late, they don't ask him "why he is late?" This is what I have observed.
Training can really be made useful and motivating if the faculty is genuinely interested and breathes life into his presentation. But alas! ...
M.J. Subramanyam, Chennai
From India, Bangalore
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