You should start talking to respective HOD's about the kind of training their subordinates require. Share the same with the top management and make them understand that training helps to upgrade workers skills and ultimately increases the productivity.
Also prepare the calender depending on the peak production schedule for Eg. In construction and EPC project organisations training is schedule during July-August because they cant work during monsoons and same time can be utilized in skill development.
Do let me know if you further help in designing the training calendar.
There is reluctance on the part of Ops staff to attend the training because they take the training as burden. They take it as burden because they feel that they need to go back to their school/college days.
This unwillingness is a result of (a) lack of culture of learning in your company and (b) lack of research of the operations that HR/Training supposed to do.
For the (a) above, you cannot do anything much as it is your top management that is responsible to foster culture of learning. By conducting few trainings, organisation does not become "learning organisation". Your management should understand this and they should show commitment to learning and see the change.
For (b) above, you need to study the operations. Find out the quality problems, losses caused, scrap generated, inventory accumulated etc and make the objective of the training programme to increase or decrease something. Well before entering the training room, participants should be well aware why they are taking this training. This right frame of mind always helps.
I had chance to work in MNC. That MNC had such a strong culture of learning that every manager always encouraged his/her junior to take some training. In their absence while at training, they did the job of juniors!
You may refer my following reply to previous post as well. It will enlighten you further:
Dinesh V Divekar
Precisely to handle this problem only the concept of Balanced Score Card (BSC) came up so that every dept. recognises the value of every other department. If participation in training and improving performance in long term is monitored and rewarded, I am sure you will overcome this issue. Organisations should also have elements of competency building as part of their individual performance appraisal, which will make people wholeheartedly participate.
There are other considerations: what kind of an organisation is yours (ownership), what business u r in, how big it is, are you in a business where skill building is essential, what kind of competition u face, who are your custmers, why has management thought it fit to have an OD and training department, do u have a clear plan for your dept., who r u planning to train and on what, how do u measure their competency before and after training, what is your manpower turnover, what r your competency related issues, .... Do u believe management is really sincere and serious about the training and OD or is this only a nice to have show piece? If so you should get the management's express endorsement for your department and its activities. the directive should flow down from top and departments should realise that management is serious about what u r trying to do and the seriousness shall be demonstrated through tangibles
As an OD in charge I believe it is equally your responsibility to educate management and departments on the need for skill upgradation and training. U have to realise u have to market your department's role and contribution within your own organisation, as there is always internal competition for resources including attention (midshare and eye ball share). We can discuss this in detail if u like
This is not a special problem that you are facing, in fact it is a quite common malaise in certain Indian industries. I must hasten to add that there are many industries who gives very high priority to training and the most welcome news is this number is growing. Our association with quite a varied industries has exposed us to this type of situation. You cannot pinpoint the root cause to any one person or function. The trouble starts with business consideration of today takes preference over business growth plans. The world we live in today, is moving in a very high pace, so much so that it is being known as jet-age. To keep in pace you need to accelerate, and the only known way is training.
The organizations reluctant to spend resources in training are typically the ones who have not followed scientifically based analysis. The top management should ensure that:
1) Skill needs as required today are enumerated. Alvin Toffler says "Illiterates today are not the one who cannot read and write, but the ones who cannot learn, unlearn and relearn". Technical, Managerial and Soft skills needs honing and re honing to keep pace.
2) Skill matrix needs to be prepared thoroughly keeping future plans in view
3) Quantifiable benefits of certain training to be made.
4) Training calendar preparation must be made keeping present work-load in mind
5) Elaborate plans for work-load sharing during training period to be made.
6) After training, check effectiveness by comparing outcome with quantified benefits planned (3)
7) Change responsibility of the delegates after training.
These are not exactly the "bitter pill" for treatment but are known to work well.
As a manager, you have to suggest trainings which will increase the production numbers. More amount of work can get done in a minimal amount of time if the process is streamlined. You will have to convince the employees on this concept. If you need any help in identifying these kind of trainings, write back to me.
Prasad Patil ( Mumbai)
prasadpatil85 at gmail dot com
Happy that a valuable question has been raised. Most replies from seniors have been too good.
This is almost a recurring issue with most organizations, who are under the myth that Production as a function is the most important for the survival of the organization.
Quite true, But an organization who is keen in investing towards growth, brings new machinery, reporting systems, ease at work - automation etc., but fail to understand that training is also an investment for sustained growth. This needs to be registered into the minds of the department heads who play an active role in sending the executives for training.
Training should be fun and not a ritual. Also,not to be taken for granted that, it is time for relaxing in an A/C hall with good food. The message taken is, there is nothing great or useful that results out of training. If at all there is some change it is in the usage of new terms or just some high energy for q week or two. To break t
1 of the most powerful technique is to create buy-in among your employees.
This is not an easy technique, as said. This technique has a lot of undertone and it has to be executed in a series.
This is a powerful technique and there is no other technique which you can replace to get desired results.
If you fail to succeed while executing this technique, then you can get back to us.
V V Harish
Perhaps you could split them into groups of 20 and conduct small 30-minute games for them. In the end, you just summarize the learning from that activity/game. Training is viewed as a burden because people feel that sitting in classroom and listening to a trainer is cumbersome. Instead, keep them high on energy levels and mental alertness and play fun games - like Goal-a-rama where you could have a box of chocolates and have the participants throw them into a bowl placed at a high place. You could say that they could take all the chocolates they can throw within 1 minute. This game is very good when you want to cover Goal setting as a topic. You could research on similar games and use them. If you can make it fun for them, I am sure the turn-out will be much better!