I have seen as a common thing in many organizations that the Production Managers do not send workers for training even when they are well informed about the same. They have a common reason that is to complete production targets. So what shall be the solution ? How shall we make Managers to send workers for Training?
From India, Ahmedabad
From India, Ahmedabad
Dear friend,
Production managers do not spare their staff for the training programmes because they consider the training as interference in their job. Their action is a result the lack of training culture that prevails in the company. Conducting the training programmes is the goal of the HR/Training Department but giving production output is the goal of the production department. Your post manifests that there is a clash of goals of both the departments.
The another reason production manager refuses to spare manpower for the training is because he might not have faith on the training. He does not think that the training programmes improves the ratios associated with the production department.
Secondly, he may not have standby manpower whereby he can maintain continuity of the operations. Today most of the businesses work on lean manpower. But then lean manpower takes the toll of the training!
Hereafter, before deciding about the training programme, you may involve production manager while designing the training calendar. Secondly, conduct only those programmes whose outcome is rooted to the production department. To do this, have goal statement for each programme. Few examples of the goal-oriented training programmes are:
a) ___ % of scrap is generated in our production process. This training programme is conducted to reduce this % to _____.
b) Our Cost of Poor Quality (COPQ) is _______. This training programme is conducted to reduce the COPQ at least by ____ %
After conducting the goal oriented training programme, you need to measure the effectiveness after three or six months. For this, participants need to be told right during the training programme that they are accountable to show the results. They need to be told that how the training effectiveness will be measured, who will measure and when will it be measured.
Once you have 1-2 cases of measurement of ROI in training, you will get buy-in from the production manager and top management as well.
Thanks,
Dinesh Divekar
From India, Bangalore
7855Production managers do not spare their staff for the training programmes because they consider the training as interference in their job. Their action is a result the lack of training culture that prevails in the company. Conducting the training programmes is the goal of the HR/Training Department but giving production output is the goal of the production department. Your post manifests that there is a clash of goals of both the departments.
The another reason production manager refuses to spare manpower for the training is because he might not have faith on the training. He does not think that the training programmes improves the ratios associated with the production department.
Secondly, he may not have standby manpower whereby he can maintain continuity of the operations. Today most of the businesses work on lean manpower. But then lean manpower takes the toll of the training!
Hereafter, before deciding about the training programme, you may involve production manager while designing the training calendar. Secondly, conduct only those programmes whose outcome is rooted to the production department. To do this, have goal statement for each programme. Few examples of the goal-oriented training programmes are:
a) ___ % of scrap is generated in our production process. This training programme is conducted to reduce this % to _____.
b) Our Cost of Poor Quality (COPQ) is _______. This training programme is conducted to reduce the COPQ at least by ____ %
After conducting the goal oriented training programme, you need to measure the effectiveness after three or six months. For this, participants need to be told right during the training programme that they are accountable to show the results. They need to be told that how the training effectiveness will be measured, who will measure and when will it be measured.
Once you have 1-2 cases of measurement of ROI in training, you will get buy-in from the production manager and top management as well.
Thanks,
Dinesh Divekar
From India, Bangalore
Thank you Dinesh Sir for you insights but if the trainings are General trainings such as one on Ergonomics than what shall be the solution.
Even trainings on PF and such other are attended by most of the employees.
From India, Ahmedabad
Even trainings on PF and such other are attended by most of the employees.
From India, Ahmedabad
While agreeing fully with our senior colleague Mr/Dinesh's version here, Production Managers do not provide manpower for training as they feel the training program time might cause a loss in their production run time.
You need to inform them to send employees/workers in phased manners to avoid the clash in production targets.
The onus lies on the Training and Development Manager to convince the Prod.Manager on the pros and cons of the training program.
It is advised to take concurrence of the Production Manager for such programs to make effective utilization of the training.
From India, Hyderabad
You need to inform them to send employees/workers in phased manners to avoid the clash in production targets.
The onus lies on the Training and Development Manager to convince the Prod.Manager on the pros and cons of the training program.
It is advised to take concurrence of the Production Manager for such programs to make effective utilization of the training.
From India, Hyderabad
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
10 Mistakes Managers Make During Job Interviews.doc
Training Issues Managers Face.ppt