View Poll Results: Scrap training departments. Train your existing professionals to deliver trainings.
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Multiple Choice Poll. Voters: 1. You may not vote on this poll

Dinesh Divekar
Business Mentor, Consultant And Trainer
Sanjay Patro
Training And Mentoring, Education Promotion,

This is my first post after the storm that hit economies worldwide has subsided.

I guess organizations are back to recruiting people who they believe will add to their bottom lines. However I wonder how many trainers who were thrown to the storm have been taken back? Why is training considered the support function from which extras can be shoved back to cut on costs? These and many more queries have troubled me during this period where I received numerous requests for freelance training support from many individuals. I could not help all and hence in the process I guess I have that much more colleagues who now vie for business from the same pool of resources that we operate in. I wish them all the luck.

However there is a much more serious issue which I intend to raise in this post.

Maybe the organizations are right in chopping so calles support functions like training and hence the current trend of mentoring hands on professionals to become trainers / coaches. This model has its own benefits

1. You do not carry extra training staff baggage

2. The professionals double up as trainers as and when required and switch back to their professional roles. We have labelled these training professionals as FLEXI TRAINERS.

3. The flexi trainers don the cap of the mentor as they succesfully climb the organization ladder thereby building a self relaint organization.

In times to come one of the prime competencies that recuiters would look for in any profile of four plus years of experience is range of trainings provided and number of training hours completed. (I should admit it sounds somewhat like a pilot declaring his number of flying hours !!)

I invite a discussion from all serious minded HR captains and individuals on this growing trend - its future and its pitfalls. To achieve an open minded discussion I should cease from influencing / biasing the same by further scripting my thoughts on this issue.

Look forward to a fruitful discussion on upcoming inhouse training trends in corporate India.

Sanjay Patro

Director, Trainers 'n' Mentors

Phone: (+91) 120 4331536

Website: <link no longer exists - removed>

Contact us for 2 or 3 days workshop for inducting your professional staff into the wonderful world of TRAINING.

WRITE TO US OR CALL FOR MORE DETAILS ON OUR TRAIN THE TRAINER PROGRAM - LEVEL 1, 2 AND 3
6th April 2010 From India, Delhi
Dear Mr Sanjay Patro,

It appears that you have written entire post with fixation that "training" is cost and this "cost" can be reduced by training in-house managers for this training.

Gentleman you have tossed this proposition but it misses wood for the trees. Any function requires expertise and training is no exception to it. By assigning job of training to operational and functional managers, you have not just given them some secondary duty in addition to the primary one but the you have given "secondary" role to the training function itself.

Whether my child studies in day time or night time, whether I take her studies or sends her to tuition is not important but what matters are the scores.

Alike who conducts the training is not important Mr Patro but whether you are able to attain your operational goals is important. In-house training or outsourced training, inbound training or outbound, training by departmental managers or training personnel of the training department are the secondary questions. Concentrate on the following instead:

a) Will your staff be able to meet their KRAs if managers coach them?

b) Will the consumption of resources be as per the budget by this method?

c) Will the activities be done in budgeted time? Will this new secondary activity called training will take toll of the managers time and they end up in working extra hours? If they work in extra hours, means they end up in getting stress? How will you manage their stress? Who will conduct training for them on stress management? Their GM?

d) Will the operations managers take this new job seriously? What if they take it nonchalantly? How will you establish their accountability?

e) You say that, in this new method "You do not carry extra training staff baggage". Gentleman does it not sound like our good old proverb " A lazy sheep thinks its wool heavy"?

f) Once I had Training Head of MNC. It operates in 105 countries. They wanted to reduce the expenditure on training. So they started their e-learning modules. Large number of staffs completed their e-learning courses and acquired the certificates. But their operational efficiency was never improved. They had called me to give proposal on starting classroom training once again, its cost notwithstanding.

g) In your new policy, if the operational efficiency reduces, then will you be able to measure the revenue loss? Will you be able to weigh this loss against "cost of carrying extra training staff baggage"?

Hope my above questions are sufficient as of now.

Thanks,

Dinesh V Divekar




Limit of your words is limit of your world
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6th April 2010 From India, Bangalore
Thanks for your post. All of what you said makes a lot of conventional wisdom as the sceptics in the Industry put it. But nonetheless logically you are totally correct. However thats one side of the coin. I await more such posts before we can conclude and in unison chart a new map for training in corporate India.
Cheers!!
7th April 2010 From India, Delhi
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