Balancing Open Calendar Programs and Developmental Interventions: How Do You Maximize Team Utilization?

Open Calendar Programs vs. Developmental Interventions

What is your view on running open calendar programs versus developmental interventions? For a 5000-member group, what tools or mechanisms will help you plan your 15-member team to operate at 100% utilization?

Regards

I second Mr. Simhan. Would you mind sharing your views about the objectives of organizing Open Calendar Programmes and Developmental Interventions? I am sure you must have some knowledge about these types. Kindly don't limit your productivity to your 15-member team but also extend it to 5000 members. If these 5000 members are productive, take it for granted that your 15 members have delivered their best.

With profound regards

Thank you so much for your views. I hope this information helps. The organization is a 5000-member BPO setup, and the purpose of developmental interventions is career progression for different role holders (associates, team leads, team managers, operations manager).

Assuming a monthly release of 10% of the 5000 employees for training, i.e., 500 employees to be trained every month, what could be the percentage of open calendar programs and developmental interventions? What tools can be used to plan the training for a 15-member training team for optimum utilization? Also, are 15 trainers required, or can a maximum of 10 trainers manage the job well?

Best regards,
Cindru

I endorse Shaik Abdul Khadir's (SAK) views. I am not clear about the objectives. Is the aim to train staff or keep the training department members occupied to justify their salaries?

Even taking the scenario that you have given, let me ask you further questions to ponder over. How large is your training hall? What facilities do you have? How many hours a month will the 500 staff be released for training? Will there be facilities offered for the staff to practice what they have learned when they get back to their work?

Have you got all the training material prepared? If not, do you appreciate the number of hours of preparation work required per one hour of a training session?

As an ex-Industrial Engineering Manager and a Learning and Teaching Fellow of a University, I can keep on asking you questions without giving you an answer. As SAK has said, there are so many questions unanswered and areas not covered; it is not possible to give a definitive answer. I am sorry.

Finally, may I know what is your role?

I truly support this statement by Mr. Simhan: "Is the aim to train staff or keep the training department members occupied, to justify their salaries?" It is a fact and is happening in many organizations. Even the top management is doing the same just to safeguard their jobs. When it comes to justifying their salary, who can dare to question them?

You are requested to focus on Need-Based Training and Competency/Skills Development. Let your HR focus on Succession Planning.

With profound regards,