I do not want to be critical of training / OD departments in manufacturing companies. You have to realise that there are and will always be conflict of interests from a short term perpspective as to whose target achievement and whose job is more important to the organisation than someone elses. Organisations' performance is not based on achievement on one or a few parameters but many, and if one were to dispassionately and holistically look at it with the level of openness and frankness needed from all, recognise that each parameter feeds on the other and if you as an OD expert were to instill this in the minds of all, people will realise the value of training and wholeheartedly participate. The cooperation from other departments and staff also depend on your internal performance evaluation and reward system. If the reward system is based on narrow definition and short term measures of performance, everyone will behave as if they are living for today and not tomorrow, and will focus on meeting their target for the day and will not show interest in training, as participation in training will be seen as a drain on performance.
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
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