Situation 1: If an employee is responsible for handling 40 clients of a company, whenever a client approaches him with queries or complaints, he runs to his manager for solutions. If the manager asks relevant questions about the issue, the employee goes back to his desk to check the details and returns to the manager with a specific answer. He lacks the skill to address clients' queries independently and is unable to have all the necessary information ready before presenting the query or complaint to the manager.
Situation 2: There is a team of 15 employees from different departments. Their manager wants them to understand the importance of providing correct data to their managers without the need for follow-up questions from the manager.
What training can be arranged or designed for the above two situations?
From India, Mumbai
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Situation 2: There is a team of 15 employees from different departments. Their manager wants them to understand the importance of providing correct data to their managers without the need for follow-up questions from the manager.
What training can be arranged or designed for the above two situations?
From India, Mumbai
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Situation-wise replies
Situation 1: In this case, the employee lacks technical skills. However, before imparting these skills, please determine whether the systems and processes of their section or department are well-documented. If not, first prepare the process manual and conduct training on the execution of these processes.
Partially, it could be a recruitment problem too. What if the employee has a low IQ? In that case, even if you conduct the training, it may not yield promising returns. Just because a process manual is not provided does not mean that employees start fumbling elsewhere. They could have devised their own manual. Therefore, the first step is to conduct an IQ test for this person. Secondly, take a lesson from this instance and include IQ tests in your recruitment process.
Situation 2: Cross-functional team communication
In this case, there is a cross-functional team, and the manager wants the data provided by team members to be authentic. If there is a mismatch between what the manager asked for and the information provided, it is a communication problem. To avoid confusion, managers need training on the principles of communication and barriers in communication. Please do not include training on topics like tone, tonality, body language, etc., in this training.
As an immediate measure, the manager may start providing a format in which they want the information. I suggest this because when a senior seeks information from a junior, the senior is also responsible for providing the report format. Many times, seniors just ask for information without providing the format. When juniors submit the information, seniors may express displeasure over the exclusion of certain points.
By the way, seeking information from juniors is old hat. Why not devise software whereby managers get updated information at the click of a mouse?
Thanks,
Dinesh Divekar
From India, Bangalore
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8085Situation 1: In this case, the employee lacks technical skills. However, before imparting these skills, please determine whether the systems and processes of their section or department are well-documented. If not, first prepare the process manual and conduct training on the execution of these processes.
Partially, it could be a recruitment problem too. What if the employee has a low IQ? In that case, even if you conduct the training, it may not yield promising returns. Just because a process manual is not provided does not mean that employees start fumbling elsewhere. They could have devised their own manual. Therefore, the first step is to conduct an IQ test for this person. Secondly, take a lesson from this instance and include IQ tests in your recruitment process.
Situation 2: Cross-functional team communication
In this case, there is a cross-functional team, and the manager wants the data provided by team members to be authentic. If there is a mismatch between what the manager asked for and the information provided, it is a communication problem. To avoid confusion, managers need training on the principles of communication and barriers in communication. Please do not include training on topics like tone, tonality, body language, etc., in this training.
As an immediate measure, the manager may start providing a format in which they want the information. I suggest this because when a senior seeks information from a junior, the senior is also responsible for providing the report format. Many times, seniors just ask for information without providing the format. When juniors submit the information, seniors may express displeasure over the exclusion of certain points.
By the way, seeking information from juniors is old hat. Why not devise software whereby managers get updated information at the click of a mouse?
Thanks,
Dinesh Divekar
From India, Bangalore
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Both situations speak of improper recruitment and inadequate training. Special training to update employees on procedures and processes is necessary. Otherwise, the manager will receive inadequate and inaccurate data. Additionally, the manager will spend more time supervising routine work of employees. Therefore, a review of the whole process and working will be needed.
From India, Pune
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From India, Pune
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Addressing Recruitment and Training Challenges
Something was initially very wrong with the recruitment. This scenario underlines the need for a clear, complete, and comprehensive flow of timely information (communication). The backup to the process must come from clearly stated and designed SOPs, including the line and staff roles that must provide answers to the client's queries/issues. At the responding end, the environment must be real, right, and responsible. There really is no quick fix, but talking of training, it must be designed to help develop soft skills, people's skills, and technical skills, coupled with IQ and EQ.
In the short term, there may be some staff shuffles, and services of corporate consultants may be hired. However, for the long-term and sustained needs of responses, they must come through a comprehensive, tailor-designed training program. This would be one of the best investments that the company could make.
There is always a solution, smile.
Regards, Arif ur Rehman
From Pakistan, Karachi
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Something was initially very wrong with the recruitment. This scenario underlines the need for a clear, complete, and comprehensive flow of timely information (communication). The backup to the process must come from clearly stated and designed SOPs, including the line and staff roles that must provide answers to the client's queries/issues. At the responding end, the environment must be real, right, and responsible. There really is no quick fix, but talking of training, it must be designed to help develop soft skills, people's skills, and technical skills, coupled with IQ and EQ.
In the short term, there may be some staff shuffles, and services of corporate consultants may be hired. However, for the long-term and sustained needs of responses, they must come through a comprehensive, tailor-designed training program. This would be one of the best investments that the company could make.
There is always a solution, smile.
Regards, Arif ur Rehman
From Pakistan, Karachi
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Recruitment, induction training, on-the-job training, cross-functional training, and performance assessment are a few guidelines that need to be established. And of course, for all of the above, the company should have a training policy and dedicated trainers for handling this department. Our experts here have provided valuable information on training.
Please ensure that from hiring to exit, a company must have a well-defined, clear policy and guidelines for successful employee onboarding and organizational growth.
From India, Vadodara
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Please ensure that from hiring to exit, a company must have a well-defined, clear policy and guidelines for successful employee onboarding and organizational growth.
From India, Vadodara
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Addressing Skill Gaps in Employee Performance
In the first situation, it appears that the person lacks basic knowledge or skills for the job, as evidenced by his frequent running between the client and the manager to resolve problems or provide data. The person also seems disorganized and confused. This reflects a poor selection process, which needs to be revamped. Instead of introducing IQ tests, I suggest a practical test for performing representative tasks or a questionnaire based on practical day-to-day problems. This approach would greatly aid in hiring decisions, provided the task or questionnaire is well-designed. In my view, you have selected a misfit, and training him will take much longer unless he demonstrates a good ability to learn quickly.
Improving Cross-Functional Team Efficiency
In the second situation, it relates to cross-functional team working. I share the same view that the data needed by the manager should be in the specified format to ensure uniform information and avoid different individual interpretations. The manager can hold a training session to explain the need and purpose of this data and how their individual contributions in providing accurate data are valuable in making critical decisions.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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In the first situation, it appears that the person lacks basic knowledge or skills for the job, as evidenced by his frequent running between the client and the manager to resolve problems or provide data. The person also seems disorganized and confused. This reflects a poor selection process, which needs to be revamped. Instead of introducing IQ tests, I suggest a practical test for performing representative tasks or a questionnaire based on practical day-to-day problems. This approach would greatly aid in hiring decisions, provided the task or questionnaire is well-designed. In my view, you have selected a misfit, and training him will take much longer unless he demonstrates a good ability to learn quickly.
Improving Cross-Functional Team Efficiency
In the second situation, it relates to cross-functional team working. I share the same view that the data needed by the manager should be in the specified format to ensure uniform information and avoid different individual interpretations. The manager can hold a training session to explain the need and purpose of this data and how their individual contributions in providing accurate data are valuable in making critical decisions.
Regards,
Vinayak Nagarkar
HR Consultant
From India, Mumbai
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