Friends,
I am faced with a problem. My company is in the Manufacturing industry. As a part of the Quality Management System requirement, we are expected to conduct regular training programs to update the skills and knowledge levels of our employees. So far, we have been conducting training programs during working hours. The employees (in different groups) are pulled from the work floor to attend these training sessions. We have three hours of training per week. Recently, HR received feedback from the Production Manager that training during working hours is causing a loss of manpower, resulting in low production. The pressure from Production was so strong that we had to take up the matter with top management. Now, it has been decided to conduct training after working hours or during holidays.
The issue here is that the trainees show less interest in training participation and raise lots of complaints as many female staff face problems in getting back home late. Personally, I feel that the employees' attitude towards training has drastically reduced. I tried my best to convince the top management and the production team that the loss of manpower due to training is only a short-term phenomenon but will have greater positive results in the long term. However, I was not able to strengthen my points with facts, whereas the production team was better able to convince the top management with facts and figures regarding the loss of production.
Currently, HR feels that the training program has reduced to merely an act of producing records for training instead of skill development.
I wish to know the general practice followed in the manufacturing industry regarding the timing of training programs. What are your thoughts on the timing of training? Is it better to have training during working hours or during holidays/after working hours?
Please share your opinions. What practices do you follow in your organizations? Do you have any alternative suggestions?
Regards,
Shijit.
From India, Kochi
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125I am faced with a problem. My company is in the Manufacturing industry. As a part of the Quality Management System requirement, we are expected to conduct regular training programs to update the skills and knowledge levels of our employees. So far, we have been conducting training programs during working hours. The employees (in different groups) are pulled from the work floor to attend these training sessions. We have three hours of training per week. Recently, HR received feedback from the Production Manager that training during working hours is causing a loss of manpower, resulting in low production. The pressure from Production was so strong that we had to take up the matter with top management. Now, it has been decided to conduct training after working hours or during holidays.
The issue here is that the trainees show less interest in training participation and raise lots of complaints as many female staff face problems in getting back home late. Personally, I feel that the employees' attitude towards training has drastically reduced. I tried my best to convince the top management and the production team that the loss of manpower due to training is only a short-term phenomenon but will have greater positive results in the long term. However, I was not able to strengthen my points with facts, whereas the production team was better able to convince the top management with facts and figures regarding the loss of production.
Currently, HR feels that the training program has reduced to merely an act of producing records for training instead of skill development.
I wish to know the general practice followed in the manufacturing industry regarding the timing of training programs. What are your thoughts on the timing of training? Is it better to have training during working hours or during holidays/after working hours?
Please share your opinions. What practices do you follow in your organizations? Do you have any alternative suggestions?
Regards,
Shijit.
From India, Kochi
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Friends, I wish if i could get some comments from you regarding the above post. regards, shijit.
From India, Kochi
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From India, Kochi
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Hi Shijit,
I think this is a very universal problem faced by all manufacturing units. You can try the option that I tried in one of the assignments in the manufacturing unit. I studied the working pattern and found that it was very difficult to pull out people for training programs stretching for the entire day or two. Instead, with consensus with management, we decided on a time when the people were relatively free for two to three hours and accordingly completed topics on time management, communication, etc. Each module was completed in a pattern of 2 hours a day thrice a week. You can try this out at your workplace. This is very effective as the trainer is in touch with the participants very often, and it becomes easy to drive down a point over and over again.
Regards,
Deepali
From China
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I think this is a very universal problem faced by all manufacturing units. You can try the option that I tried in one of the assignments in the manufacturing unit. I studied the working pattern and found that it was very difficult to pull out people for training programs stretching for the entire day or two. Instead, with consensus with management, we decided on a time when the people were relatively free for two to three hours and accordingly completed topics on time management, communication, etc. Each module was completed in a pattern of 2 hours a day thrice a week. You can try this out at your workplace. This is very effective as the trainer is in touch with the participants very often, and it becomes easy to drive down a point over and over again.
Regards,
Deepali
From China
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Thanks, Deepali, for your comments. Our plan was also similar to the one that you mentioned. Earlier, we used to conduct sessions with a 1 to 2-hour duration twice a week. Now, it has changed to outside working hours and holidays as they are not willing to send people for training during working hours. Currently, I am left with the choice of conducting training on holidays and after working hours. However, I don't get a good response from trainees in terms of their attitude and participation.
Regards,
Shijit.
From India, Kochi
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Regards,
Shijit.
From India, Kochi
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Dear Shijit,
The concern raised by you is not only restricted to the Manufacturing Industry but is prevalent across most of the industries. A similar kind of problem was faced during our training sessions. We are a value-driven, service-oriented private sector company. While we tried to analyze, we found lots of perceptions and opinions of people. Just thought to share with all of you here so that we can also expand the scope for further discussion.
1. Training programs are conducted without actual training need identification. Everyone is eager to learn, "What is there for me?" If he/she finds something worth for their development, then only the interest level increases.
2. Training programs are conducted because MY HR feels that the program is essential for me. What is needed for my skills enhancement against job specification is not even being discussed with me.
3. Too much of general philosophy, macro or strategic thinking picture to those who are very much involved in transactional nature jobs.
4. Training programs are squeezed to the extent of late night, in order to save costs and to ensure the schedule is met within decided timelines.
5. Trainers not from the desired domain are trying to apply one logic to all kinds of problems.
And a few more...
These were some outcomes while we tried to delve into the depth of lesser interest levels apart from regular human behavior.
From India, Mumbai
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The concern raised by you is not only restricted to the Manufacturing Industry but is prevalent across most of the industries. A similar kind of problem was faced during our training sessions. We are a value-driven, service-oriented private sector company. While we tried to analyze, we found lots of perceptions and opinions of people. Just thought to share with all of you here so that we can also expand the scope for further discussion.
1. Training programs are conducted without actual training need identification. Everyone is eager to learn, "What is there for me?" If he/she finds something worth for their development, then only the interest level increases.
2. Training programs are conducted because MY HR feels that the program is essential for me. What is needed for my skills enhancement against job specification is not even being discussed with me.
3. Too much of general philosophy, macro or strategic thinking picture to those who are very much involved in transactional nature jobs.
4. Training programs are squeezed to the extent of late night, in order to save costs and to ensure the schedule is met within decided timelines.
5. Trainers not from the desired domain are trying to apply one logic to all kinds of problems.
And a few more...
These were some outcomes while we tried to delve into the depth of lesser interest levels apart from regular human behavior.
From India, Mumbai
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Training that is related to a specific skill, i.e. "How to operate a new machine," should be done during normal working hours as the individual cannot get this training anywhere else and it is essentially one of the core skills needed to get the job done.
Training related to soft skills, i.e. attitude, personality development, behavioral issues, etc., should and can be done after hours, weekends, or holidays. The attention span of the trainees at those times mentioned is very short, and thus the length should be minimized.
There are skills that any employee must develop for their continued growth and to provide ongoing value to the company. These should include the employee's contribution of their time to the process. The company may provide some incentives for the time taken, such as lunch, transportation, etc.
In our company, we made all such training voluntary, and those who participated gained points and were eligible for consideration before those who didn't. For example, computer training across the company provided opportunities for employees who participated when vacancies arose.
Raineldo Guerrero
From Belize
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Training related to soft skills, i.e. attitude, personality development, behavioral issues, etc., should and can be done after hours, weekends, or holidays. The attention span of the trainees at those times mentioned is very short, and thus the length should be minimized.
There are skills that any employee must develop for their continued growth and to provide ongoing value to the company. These should include the employee's contribution of their time to the process. The company may provide some incentives for the time taken, such as lunch, transportation, etc.
In our company, we made all such training voluntary, and those who participated gained points and were eligible for consideration before those who didn't. For example, computer training across the company provided opportunities for employees who participated when vacancies arose.
Raineldo Guerrero
From Belize
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Training is a must, especially in the manufacturing sector. In order to be competitive in any field, trained workmen/staff are a valuable asset. Hence, after a day of long work, if you are going to retain employees for training, the stress of employees will be high, resulting in negativity, and the amount spent on T&D will be wasted.
Therefore, your production department has to plan the target taking into consideration 2 days absent/leave and 1 day for training every month for each employee. You have to convince the production department/top management that we will be nowhere if employees' work knowledge depletes day by day.
Regards
From India, Madras
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Therefore, your production department has to plan the target taking into consideration 2 days absent/leave and 1 day for training every month for each employee. You have to convince the production department/top management that we will be nowhere if employees' work knowledge depletes day by day.
Regards
From India, Madras
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Hello everyone,
I was reassigned to a new position. I am now a call center supervisor and facing new challenges. I am having a hard time with shift scheduling and call center agents' work evaluation. Please send me articles that can help me.
Thank you.
From Philippines, Makati
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I was reassigned to a new position. I am now a call center supervisor and facing new challenges. I am having a hard time with shift scheduling and call center agents' work evaluation. Please send me articles that can help me.
Thank you.
From Philippines, Makati
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Hi friend,
Different perceptions you shared are very much true, and I feel many of them are general perceptions in all companies. I think HR in modern times has a big challenge to take the concept of training and development to a new paradigm. From just a training program to the real skill and knowledge development exercise, from one single exercise to ongoing and continual exercise, from HR activity/requirement to organizational activity/requirement. It now looks like training is the sole responsibility of HR. But if the entire organization doesn't see the main objective of training as long-term skill development, which ultimately results in organizational development, training and development exercises initiated by HR will continue to remain a calendar activity. I think there is a great challenge before all of us. Thanks to all other members for sharing their opinions.
Regards,
shijit.
From India, Kochi
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Different perceptions you shared are very much true, and I feel many of them are general perceptions in all companies. I think HR in modern times has a big challenge to take the concept of training and development to a new paradigm. From just a training program to the real skill and knowledge development exercise, from one single exercise to ongoing and continual exercise, from HR activity/requirement to organizational activity/requirement. It now looks like training is the sole responsibility of HR. But if the entire organization doesn't see the main objective of training as long-term skill development, which ultimately results in organizational development, training and development exercises initiated by HR will continue to remain a calendar activity. I think there is a great challenge before all of us. Thanks to all other members for sharing their opinions.
Regards,
shijit.
From India, Kochi
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We are in the service industry where people are required on the spot to handle customers and business. We can't think of moving anyone from the routine operations. Whenever mass training is conducted, we do it on the week off day. It's all up to convincing the employees about the requirement of the training. We have never faced any problems from employees.
From India
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From India
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