Hi all,
I have a few queries related to Training Profiles. As we all know, the basic functions of the Training department include Training Needs Analysis, on-the-job/off-the-job training, Induction & Orientation, Training Impact Evaluation, and various training interventions and processes. However, are companies or trainers actually implementing these practices in reality, or are they sticking to their fixed profiles?
I am currently working as a Training Executive in a beverage company, trying to execute numerous activities. Unfortunately, I am facing challenges as the Training Manager seems unwilling to support my efforts. He believes that these functions are purely theoretical and does not see the value in conducting analyses or making any additional efforts.
I would appreciate your suggestions on how to navigate this situation and bring about positive changes in our training processes.
Thank you.
From India, Amritsar
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2I have a few queries related to Training Profiles. As we all know, the basic functions of the Training department include Training Needs Analysis, on-the-job/off-the-job training, Induction & Orientation, Training Impact Evaluation, and various training interventions and processes. However, are companies or trainers actually implementing these practices in reality, or are they sticking to their fixed profiles?
I am currently working as a Training Executive in a beverage company, trying to execute numerous activities. Unfortunately, I am facing challenges as the Training Manager seems unwilling to support my efforts. He believes that these functions are purely theoretical and does not see the value in conducting analyses or making any additional efforts.
I would appreciate your suggestions on how to navigate this situation and bring about positive changes in our training processes.
Thank you.
From India, Amritsar
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Dear Dimple,
You have written, "But nothing is supported by the Training Manager as he is fixed to work and according to his view these functions are theoretical only."
If he claims that TNA and other activities are theoretical, then what practical activity has he mentioned? Furthermore, whether theoretical or practical, the ultimate goal of employee training is to provide value to the enterprise by improving employee productivity. Has he achieved this goal? If yes, how? Has he measured the ROI of the training? If yes, on what parameters? Has he increased or decreased any operational ratios?
You mentioned that you work in a beverage company. The primary cost for your company is obviously the supply chain cost. Therefore, what efforts has your training manager made to reduce this cost? Has he taken any steps to measure the supply chain cost scientifically? Even if he did so, that itself would be an achievement.
In a previous response to an employee query, I provided a list of costs that contribute to supply chain costs in the following link: https://www.citehr.com/517120-prepar...ml#post2205270
Whether you work in a beverage company or any other manufacturing company, it is essential to scientifically measure the costs mentioned in the above link and align your training efforts to reduce these costs.
Lastly, considering the training manager's attitude towards employee training, your query on employee training interventions in the beverage company may be inconsequential: https://www.citehr.com/578322-traini...e-company.html
Thanks,
Dinesh Divekar
From India, Bangalore
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You have written, "But nothing is supported by the Training Manager as he is fixed to work and according to his view these functions are theoretical only."
If he claims that TNA and other activities are theoretical, then what practical activity has he mentioned? Furthermore, whether theoretical or practical, the ultimate goal of employee training is to provide value to the enterprise by improving employee productivity. Has he achieved this goal? If yes, how? Has he measured the ROI of the training? If yes, on what parameters? Has he increased or decreased any operational ratios?
You mentioned that you work in a beverage company. The primary cost for your company is obviously the supply chain cost. Therefore, what efforts has your training manager made to reduce this cost? Has he taken any steps to measure the supply chain cost scientifically? Even if he did so, that itself would be an achievement.
In a previous response to an employee query, I provided a list of costs that contribute to supply chain costs in the following link: https://www.citehr.com/517120-prepar...ml#post2205270
Whether you work in a beverage company or any other manufacturing company, it is essential to scientifically measure the costs mentioned in the above link and align your training efforts to reduce these costs.
Lastly, considering the training manager's attitude towards employee training, your query on employee training interventions in the beverage company may be inconsequential: https://www.citehr.com/578322-traini...e-company.html
Thanks,
Dinesh Divekar
From India, Bangalore
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One can only wonder how such a useless and incompetent Training Manager got that job. He obviously has no experience or training in training!
My advice would be to start looking for a new position with a company that values training and development of their staff.
From Australia, Melbourne
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My advice would be to start looking for a new position with a company that values training and development of their staff.
From Australia, Melbourne
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A tiger trains its cubs in hunting. A bird trains its offspring in flying. A mother helps her baby in learning small words. When training is so basic to life skills, how can it be denounced as theoretical and have no practical value by a training manager with reference to more complex tasks to be performed in corporates? If imparting training to employees is not based on any scientific basis like TNA, you may probably end up sending a fish to a training workshop on how to climb a tree.
B. Saikumar
HR & Labour Law Advisor
Navi Mumbai
From India, Mumbai
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B. Saikumar
HR & Labour Law Advisor
Navi Mumbai
From India, Mumbai
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