Training: Beware The Restaurant Syndrome - PDF Download

Please find attached my article "Training: Beware the Restaurant Syndrome". You may also read it at my blog Talk it Out here!

Regards

Dear Ashutosh,

Good analogy. You have compared the training calendar with the menu card in the restaurant. You have written not to make the training calendar. However, even if it is made, how many programs happen exactly as planned? What about thin attendance for the programs planned?

To a certain extent, this is a cultural issue as well. In some companies, for non-attendance by the participants, managers or HODs are held responsible. Training card or otherwise, any training should finally reflect in the balance sheet of the company. How many training professionals are able to link these two things?

Thanks,
Dinesh V Divekar

Dear Dinesh,

Your points are valid. In fact, your concern about the number of programs that happen and the thin attendance in the programs are indeed some of the common symptoms of the restaurant syndrome. When an organization converts its training plan into a list of events, attending or not attending the events is the decision that employees end up taking. Training effectiveness depends on culture, though artifacts like the Training Calendar play an important role in building and sustaining cultures.

Changing culture requires doing away with false gods and symbols upholding it. Thanks for your comments!

Best Regards,
Ashutosh

Dear Mr. Sastry,

Thank you for your comments!

I agree that planning is required for execution and have absolutely nothing against it. In fact, I would suggest meticulous planning.

In most companies, the Training Calendar is created based on training needs identified during performance appraisals or using other methodologies. However, there are challenges:

1. The Training calendar is essentially a list of events. Events lasting only 1 or 2 days may not bring about lasting changes in people's behaviors.

2. The Training calendar often exists independently of other learning methodologies, leading to the misconception that attending a training program alone can address training needs.

3. Many organizations share the calendar and hope that employees will attend relevant programs based on their Training Needs Identifications (TNIs). However, this is often not the case, as employees may attend programs not specifically designated for them. Some organizations only accept nominations for relevant employees, but issues 1 and 2 persist.

4. The focus of the Training and Development (T&D) department becomes implementing the events listed in the calendar. They may focus on getting nominations regardless of actual requirements, diverting attention from the core task of developing people.

5. In a self-perpetuating cycle, managers may refer to the previous year's training calendar to select TNIs for the upcoming year, perpetuating inefficiencies.

In the article, I propose:

1. Implement individual learning schedules, including a variety of learning activities such as classroom training, setting learning objectives, e-learning, assignments, journaling, reading, and learning reviews. This comprehensive schedule is what I refer to as the training process schedule in the article.

2. Avoid publishing the training calendar. Instead, inform individuals about their personalized learning schedules, including timelines for self-paced learning and dates for classroom sessions.

3. Emphasize customization over a standard menu approach. While challenging, this tailored method is more effective.

I hope I have clearly conveyed my points.

Best Regards,

Ashutosh

Dear Ashutosh,

I endorse your views and agree that today, there is a tremendous need for trainings that are tailor-made and customized rather than something like off the shelf or generic. Having said that, off-the-shelf or generic training programs are at least better for learning and updating knowledge and skills. It is better than ignorance!

Regards,
Shabbar Suterwala