Dear All,
I have heard that Training in an Organization would be more effective only if it is started from the TOP LEVEL.
In the Organization that Ive joined , had no Training department earlier , only now we are going to start of Training & Development.
Could anyone please advise me whether I should start Training from the Top Level or the Ground level staffs.
Also please advise as to how do I generate interest for Learning.
Best Regards,
Mr.Positive
From India, Chennai
3I have heard that Training in an Organization would be more effective only if it is started from the TOP LEVEL.
In the Organization that Ive joined , had no Training department earlier , only now we are going to start of Training & Development.
Could anyone please advise me whether I should start Training from the Top Level or the Ground level staffs.
Also please advise as to how do I generate interest for Learning.
Best Regards,
Mr.Positive
From India, Chennai
Dear Seniors, Require your valuable suggestions , since I need to give a presentation to the Management regarding this. Regards, Ganesh
From India, Chennai
From India, Chennai
Dear friend,
"Fish rots from the head" goes the famous adage. Therefore, you should start with training on top. However, you should have both, a bottom-up and top-down approach for the training. At the workers' level, mostly functional training is given. It is independent of training to the senior management personnel.
The benefit of the top-down approach is that the learning of the GM or VP does not remain with that person only. It starts trickling down to their subordinates and subordinates learn these skills just by modelling the behaviour of their superior.
The benefit of the bottoms-up approach is that seniors do not have to spend more time in giving instructions. They get less involved in what subordinates are doing. If the productivity of the subordinates is higher, it motivates the seniors as well.
In my certain training, at times participants told me that "all that you have told us is fine but then you should have trained our manager on this. He does not know the ABC of what you have taught us!"
Identify the competencies of GMs. Start training them on it. Interpersonal skills, conflict-handling skills, decision-making skills, business writing skills etc all these skills are quite important for GMs. Train them on these skills. Unfortunately, in many companies, no formal training is conducted to develop these skills and it is safely assumed that GMs or VPs have learnt these skills by themselves!
Ok...
Dinesh V Divekar
+91-9900155394
From India, Bangalore
"Fish rots from the head" goes the famous adage. Therefore, you should start with training on top. However, you should have both, a bottom-up and top-down approach for the training. At the workers' level, mostly functional training is given. It is independent of training to the senior management personnel.
The benefit of the top-down approach is that the learning of the GM or VP does not remain with that person only. It starts trickling down to their subordinates and subordinates learn these skills just by modelling the behaviour of their superior.
The benefit of the bottoms-up approach is that seniors do not have to spend more time in giving instructions. They get less involved in what subordinates are doing. If the productivity of the subordinates is higher, it motivates the seniors as well.
In my certain training, at times participants told me that "all that you have told us is fine but then you should have trained our manager on this. He does not know the ABC of what you have taught us!"
Identify the competencies of GMs. Start training them on it. Interpersonal skills, conflict-handling skills, decision-making skills, business writing skills etc all these skills are quite important for GMs. Train them on these skills. Unfortunately, in many companies, no formal training is conducted to develop these skills and it is safely assumed that GMs or VPs have learnt these skills by themselves!
Ok...
Dinesh V Divekar
+91-9900155394
From India, Bangalore
Starting the training from TOP or BOTTOM is not the first question to start the training. If the purpose of training is clear, then you can move ahead in a more organized manner. Some examples of 'purpose/ objective' are: (i) Skills development to improve productivity (ii) improving communication skills of managers (iii) Improving effectiveness of the Performance Management System (iv) Changing work culture of employees (v) Strategic growth of the company and so on... Once you focus on one or two clear objectives & get the okay from your MD/ CEO, you can map the levels of people on each objective & decide who all need an organized exposure.
Discussed above is one approach. A more refined approach is 'competency gap analysis'. Train people at all levels to fill these gaps. This technique works better in organizations where Skills & competencies are well defined for each job position and systems are in place to evaluate the current level of each employee for the skills & competencies applicable to his/ her job. Moreover, this technique is more applicable at the executives level.
From India, Delhi
Discussed above is one approach. A more refined approach is 'competency gap analysis'. Train people at all levels to fill these gaps. This technique works better in organizations where Skills & competencies are well defined for each job position and systems are in place to evaluate the current level of each employee for the skills & competencies applicable to his/ her job. Moreover, this technique is more applicable at the executives level.
From India, Delhi
Dear Ganesh,
As you say, Training & Development has started after your joining, the need is already felt.
I would think of starting Trg Delivery from the Bottom Up ..
while analysing Trg needs of Mid and Sr Mgmt parallely. Soon after Root level should be the Mid mgmt./ Supervisory Levels.
Top level Trg would need the Next Levels to be ready ...
to implement initiatives, which is less fruitful if Next levels are not in Charged up frame.
There are a lot of practices in Mfg set up where both Quality and Productivity can be enhanced with participative process;
and T&D should then become a periodic activity for Batches, based on Gap Analysis and Skill / Tech. upgrades.
Best Wishes,
Rakesh
PS - For specifics, can reach via
PromoteCareers at gmail dot com
From India, Delhi
As you say, Training & Development has started after your joining, the need is already felt.
I would think of starting Trg Delivery from the Bottom Up ..
while analysing Trg needs of Mid and Sr Mgmt parallely. Soon after Root level should be the Mid mgmt./ Supervisory Levels.
Top level Trg would need the Next Levels to be ready ...
to implement initiatives, which is less fruitful if Next levels are not in Charged up frame.
There are a lot of practices in Mfg set up where both Quality and Productivity can be enhanced with participative process;
and T&D should then become a periodic activity for Batches, based on Gap Analysis and Skill / Tech. upgrades.
Best Wishes,
Rakesh
PS - For specifics, can reach via
PromoteCareers at gmail dot com
From India, Delhi
Dear Mr. Positive
There is nothing known as top-down or bottom-up in training unless you are cascading objectives, in which case both happen one after the other.
Training costs money, and therefore to ensure commitment of resources by top management, the efforts must be business oriented with gains apparent to the management, and the effect must add substantial value to attain organisation objectives. Training therefore must be need oriented, deretmined through TNA (Training Need Analysis)
TNA begins from the stage of recruitment and continues through the analysis of PMS (Performance Management System). To begin with, in order to be able to advise effectively, I would need a lot of details for which, if interested, please correspond with me on raanadotsinghjiatgmaildotcom.
Cordially
Raana Singhji
From India, Pune
There is nothing known as top-down or bottom-up in training unless you are cascading objectives, in which case both happen one after the other.
Training costs money, and therefore to ensure commitment of resources by top management, the efforts must be business oriented with gains apparent to the management, and the effect must add substantial value to attain organisation objectives. Training therefore must be need oriented, deretmined through TNA (Training Need Analysis)
TNA begins from the stage of recruitment and continues through the analysis of PMS (Performance Management System). To begin with, in order to be able to advise effectively, I would need a lot of details for which, if interested, please correspond with me on raanadotsinghjiatgmaildotcom.
Cordially
Raana Singhji
From India, Pune
It is definitely preferable to start training from the top. But many at the top show resistance to learning and undergo training. If you want to train from the bottom it will not percolate upwards.
In my opinion start training from Middle Management Cadre as they are the connecting link between the top Management and lower level cadre people.
From India, Hyderabad
In my opinion start training from Middle Management Cadre as they are the connecting link between the top Management and lower level cadre people.
From India, Hyderabad
Gentlemen,
It would not be so prudent to classify training as top down or otherwise !Rather one should strategise training into four categories namely:
1.Leadership Development: only meant for succession plan candidates
2. Management Development: for Middle & Junior Management levels
3. Technical Training for all Management level
4. Workmen training
The idea is that all such programs should derived from the Vision , Mission & Value statements, Competencies of the organisation & also on the TNAs of the concrened employees. By doing so all programs would be much meaningfull and add value to the business !
Having said this any training costs money , however, it should not be seen as an "expense "but as an "investment "on it's most important asset " People". Many Organisations waste lot of time in calculating ROI on training ,which can be easily linked to improved / decrease in productivity, rather we should focus more on Performance Management or " Forced Bell Curve" concept and target who are poor performers . As inspite of the Mgt's investments on their development , they still remain to be poor performers ( inspite of given an opportunity!)
Hope these views would through some more light on further discussions !
With Rgds
Santosh Minz
9820606915
From India, Mumbai
It would not be so prudent to classify training as top down or otherwise !Rather one should strategise training into four categories namely:
1.Leadership Development: only meant for succession plan candidates
2. Management Development: for Middle & Junior Management levels
3. Technical Training for all Management level
4. Workmen training
The idea is that all such programs should derived from the Vision , Mission & Value statements, Competencies of the organisation & also on the TNAs of the concrened employees. By doing so all programs would be much meaningfull and add value to the business !
Having said this any training costs money , however, it should not be seen as an "expense "but as an "investment "on it's most important asset " People". Many Organisations waste lot of time in calculating ROI on training ,which can be easily linked to improved / decrease in productivity, rather we should focus more on Performance Management or " Forced Bell Curve" concept and target who are poor performers . As inspite of the Mgt's investments on their development , they still remain to be poor performers ( inspite of given an opportunity!)
Hope these views would through some more light on further discussions !
With Rgds
Santosh Minz
9820606915
From India, Mumbai
Agree with what Mr.Dinesh has said Training people in Top Management results in better results and helps in cultivating subordinates. Regards, Suresh
From India, Bangalore
From India, Bangalore
My take ： There is no one approach in training； Whatever one wishes to adopt will depend on the organisational practices & contextual setting。A good way is to identify the
competency gap。 One may want to prioritize which level of staff that could create the greatest impact or ROI upon training。Also it depends on the training budget allocation available。
Typically an approach is to adopt the 70:30 ratio。 70% on technical training
and 30% soft skills developmental training.
A good approach is to establish the skill inventory or competency of the critical job functions which has the most significant impact to the revenue of the organisation. Thereafter, identify the skills or competency gaps. Training will then be structured to help bridge these identified skills or competency gaps. In this manner, I can say we are tackling both top, medium and bottom approaches. Of course, in doing so, the TNA will be undertaken and this includes the audit shortcomings or findings, competitors' analysis and business directions, are some areas to consider. Nonetheless, the senior management's guidance/support should be sought when determining which training direction to embark. We hope to get their "buying-in" in implementing the training strategies.
Regards
CTFoo
From Malaysia, Ampang
competency gap。 One may want to prioritize which level of staff that could create the greatest impact or ROI upon training。Also it depends on the training budget allocation available。
Typically an approach is to adopt the 70:30 ratio。 70% on technical training
and 30% soft skills developmental training.
A good approach is to establish the skill inventory or competency of the critical job functions which has the most significant impact to the revenue of the organisation. Thereafter, identify the skills or competency gaps. Training will then be structured to help bridge these identified skills or competency gaps. In this manner, I can say we are tackling both top, medium and bottom approaches. Of course, in doing so, the TNA will be undertaken and this includes the audit shortcomings or findings, competitors' analysis and business directions, are some areas to consider. Nonetheless, the senior management's guidance/support should be sought when determining which training direction to embark. We hope to get their "buying-in" in implementing the training strategies.
Regards
CTFoo
From Malaysia, Ampang
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