How Can We Ensure Employees Take Responsibility After Training for a New Role?

Dear Seniors,

Please help with how to make employees accountable for their new job after providing them with proper training.

Regards,
Tirlok Dhir

Dear Tirlok,

After recruiting and training the newly joined employee, you need to design KRAs and provide him with a KRA sheet. You should clearly state the performance targets that he/she is expected to achieve and by what date. For the format of KRAs, you may click the following link and download the sample KPI and KRA Manual: https://www.citehr.com/520630-samle-...-download.html

For any further clarifications, please feel free to contact me.

Thanks,

Dinesh Divekar

Dear Dinesh, thanks for your advice. My query is that our employees are with the company performing only one kind of job. Based on their skill sets, the company is training them for different jobs by providing them with training. The training lasts for 4 weeks as per our system. However, after receiving the training, they are refusing to perform the new job by simply stating that it is beyond their skills and they are unable to understand the job, even though we have offered incentives for the job.

In this case, what should be done so that they are held accountable for the same?

Regards, Tirlok Dhir

Dear Tirlok, It appears that after the training, if employees are just refusing to accept the new type of job in the company, then it is a matter of the culture of your company. They are institutionalized in their jobs and are refusing to go elsewhere. When companies do not practice job rotation, problems of this kind arise.

You are ready to give incentives for their performance. However, have you thought from their point of view? Do they fear that if they are placed in the new job, it could take a while for them to acquire expertise and, in the meantime, they could lose their incentives in the existing jobs?

In fact, you could have given a little more information. What type of job training do you impart? After the training, what type of job are they supposed to do? How many persons are trained, etc.?

When positive discipline does not work, we need to resort to negative discipline as well. Whoever refuses to work in the job may be taken to task. However, this suggestion depends on the internal dynamics of the company.

Thanks,

Dinesh Divekar

Thank you for your advice. I agree with your point that job rotation practice is not prevalent in our company. Moreover, in their current role, employees are not receiving incentives due to the limited workload. Given these circumstances, the company aims to utilize their services by providing in-house job training that aligns with their existing skills. In this new role, they can easily earn incentives in addition to their wages. However, we are facing resistance from the Trade Union, led by INTACT, within our IT industry. They are not showing interest in the new job opportunity and continuously threaten legal action, stating they will take the company and the manager to court for defamation.

In this situation, what steps should be taken?