Hr Generalist Throughout With 8+ Years Of
1) certain individuals themselves look at it as a gateway away from office. Organisations, Bosses and mentors will try to train someone however the effect of developing is an onus which clearly lies with the individual.
2) It is also upto the Superiors to ensure that the employees share with the team what he/she has learnt during the training. This will help the employee revise his/her learnings and also helps in knowledge sharing
3)Also, the superior must take efforts and make the individual display what he has learnt at the sessions during day to day activities.
Training impact is CERTAINLY measurable if done the right way. Kirkpatrick model if understood and followed can do miracles to the individual development and organization outcomes.
Furthermore, trainings must be conducted by subject matter as well as people experts after clearly understanding the vision, values and culture of the organization, the policies and practices followed by the organization.
Finally, the question is not only changing the attitude of the management but also of the people attending the training. RECEPTIVITY is first to be reinforced in the minds of people nominated or sent for trainings.
7th July 2009 From India, Mumbai
1. The training needs are properly identified by both the employee and his boss.
2. The employee must opt for the training out of his interest. In case strict training evaluation process is inbuilt in the training, only employees who desire to improve their skillset in a particular aspect would opt for such training.
3. When you have the necessity for the job and the willingness of the employee, arranging the appropriate trainer is the responsibility of the HR manager.
4. These days the employee who can be spared from job is generally sent on training. Training programs are organised by the HR manager according to his liking/ availability of trainers. But is not strictly done according to the requirement.
8th July 2009 From India, Hyderabad
It is this attitude which results in most of the suggested Training courses being unrelated to Individuals' Self development and Organisations Productivity Improvement needs.
Even most Productivity Improvement bodies also consider HR or Finance for Non Finance personnel as limit of Training efforts .Forgetting that Productivity training also means Better Efficiency,less wastage , greater safety,better product quality ,use of simple and cheaper innovation,better decision making, better plant performance monitoring and project control tools etc.
It is only when Trainer is perceived as Consultant and Contributor to Organisation's Productivity,Efficiency and Cost Effectiveness that Top Management will give Training Progrmmes due respect.
I feel only experienced Line managers can contribute substantially towards such training through sharing of their own experiences rather than Professional Trainer with little On the Job exposure to different situations and complexity of problems.
8th July 2009 From India, Vadodara
All too often, employees are sent to training courses and come back to the office a day or two later and promptly forget what they have learnt as they are not using the new skills.
For example, an employee may ask to attend an Microsoft Excel course. The Training Manager needs to establish the level of skill the employee requires to perform the duties of his job. If he only needs to prepare a few basic spreadsheets without complex formulaes etc, then arrange for another employee who has Excel skill to train the staff member on the job. If a higher level of skill is required AND the employee will definitely use the skills taught at the course on a regular basis, then the investment may be worthwhile.
All training is good, but it is a waste of time and money to send employees on training that they will not use and more often than not, have no interest in, other than a free day out of the office at the company's expense.
As a trainer, I do not want such people on my training courses, often they are disruptive to those who do genuinely want to learn, and they do not contribute to the class.
John in Oz
11th July 2009 From Australia, Melbourne
Nice article shared by you. It is the general feeling and views of all management except MNCs who realises the inportance of training. Article seem to be an eye opener to many of the management. I had come across many industries that they do only paper work at the time of audit and do not impart any trainig.It again the perception of the management how they view it and how much fund they allocate for training. Keep on posting.
16th July 2009 From India, Pune
Its really a thought provoking article.
I belive this can be overcome by strong focus by the Management. One such a example is implement and pratice tools like Balance Score Card (Kaplan & Norton) wherein the clear focus is on one of the important perspective "Learning and growth". The various studies shows that it really helped the companies to make training more effective and measureable.
17th July 2009 From India, Madras
The article and the replies posted really helped to understand the importance and to-be-remembered issues when contemplating trainings in an organization.We at our office do conduct lots of trainings and I ll definitely put to use the discussed inputs for the better outputs and outcomes from such tranings in future.
Thanks to all for their valuable ideas.
18th July 2009 From India, Madras
I order that training is effective organization,employees and trainers all have to play equal role and interest,if all of them are serious and the learning is implemented,training becomes effective.
I find that there is little follow up by managers after training of employee and that is one reason training becomes in effective.
Thanks for sharing,
amar bir singh
amar bir singh
8th February 2013 From India, New delhi