Just curious to know how they send people in. At a recent event, people who had come to the program were not quite aware of the contents of the program, and these are middle managers/senior managers. Hence, I wanted to know what triggers the HR to go for a specific program?
From United States, Daphne
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50From United States, Daphne
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A great question that puzzles me as well! I experience similar situations and usually take time with the group at the start of the course to explain the competencies that will result from the development. There is obviously a very flawed training needs analysis and performance management process inside organizations that send people on training courses with no idea of the difference in performance and contribution that the individual should make following the training.
Regards,
Joy
From United Kingdom, Manchester
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Regards,
Joy
From United Kingdom, Manchester
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Actually, the process is very simple. Every employee is allotted an annual number of hours for Learning & Development. That just needs to be consumed for statistical reasons. There! You now have people coming to the programs with absolutely no clue as to why they are there. Any wonder then why the quality of the trainers is on the decline. Anyone (with the least quote) will do if the corporate wants.
Regards,
Raj
Skills2Excel
From India, Surat
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Regards,
Raj
Skills2Excel
From India, Surat
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I agree with Raj! I must say, corporates have a certain number of hours and a budget fixed for training different levels of employees. The only thing is to find the trainer with the lowest quote and get 'something' done, which gives them free cookies, coffees, and lunches. They burp and go back home with a smile as a day's work has been spent in a nice, air-conditioned hall. They would also applaud the trainer's efforts to engage them and mark all fields as 'excellent' in the feedback form! What really happens post-training and with those feedback forms is an unknown universe! People who do not realize the worth of training bargain, and that itself explains their approach towards quality training for their employees.
Warm Regards,
From India, Mumbai
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Warm Regards,
From India, Mumbai
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I would suggest that you interact with those participants to find out more from them. This would give you a clear picture as to why they were not aware of the content of the program and would help you identify the interpersonal skills between HR and those managers.
Not everyone can be considered as smart as we are. There are very few who do their "HOMEWORK" before appearing for any training programs.
Nowadays, training programs are considered an option for ENTERTAINING SENIOR EMPLOYEES besides ENHANCING RELEVANT/DESIRED SKILLS. It is a fact that middle managers are able to demonstrate their skills after getting trained, but senior managers remain the same.
I just wanted to know how many organizations are keen to evaluate or make the best use of those desired skills in SENIOR MANAGERS post-training. Otherwise, what would be the ROI on TRAINING PROGRAMS?
With profound regards,
From India, Chennai
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Not everyone can be considered as smart as we are. There are very few who do their "HOMEWORK" before appearing for any training programs.
Nowadays, training programs are considered an option for ENTERTAINING SENIOR EMPLOYEES besides ENHANCING RELEVANT/DESIRED SKILLS. It is a fact that middle managers are able to demonstrate their skills after getting trained, but senior managers remain the same.
I just wanted to know how many organizations are keen to evaluate or make the best use of those desired skills in SENIOR MANAGERS post-training. Otherwise, what would be the ROI on TRAINING PROGRAMS?
With profound regards,
From India, Chennai
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SAK, Most people are 'nominated' by their organizations! We get a lot of senior managers (aka VP level folks), but interestingly, things are not too different... :-)
From United States, Daphne
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From United States, Daphne
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Raj & All,
Visit Kenya for the real Tamasha! Most trainees only comply to earn the T&D points; for HR people, it is duty... the whole meaning of training is lost.
A New Solution: Developmental Coaching
I have a new twisted solution to all this hullabaloo, "Developmental Coaching!" It is ongoing and continuous improvement of staff so that when they sit in any training, it is absolutely necessary and serves as a platform to the next level. The most powerful thing is that staff take charge, managers guide, TNA becomes more purposeful, and training is worth the while, resulting in a higher ROI for the organization.
From Kenya, Nairobi
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Visit Kenya for the real Tamasha! Most trainees only comply to earn the T&D points; for HR people, it is duty... the whole meaning of training is lost.
A New Solution: Developmental Coaching
I have a new twisted solution to all this hullabaloo, "Developmental Coaching!" It is ongoing and continuous improvement of staff so that when they sit in any training, it is absolutely necessary and serves as a platform to the next level. The most powerful thing is that staff take charge, managers guide, TNA becomes more purposeful, and training is worth the while, resulting in a higher ROI for the organization.
From Kenya, Nairobi
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In my organization, the training program is typically identified by either SITE COORDINATORS, respective SUPERVISORS, or HR. Unfortunately, none of them are accustomed to doing basic HOMEWORK before appearing for the TRAINING SESSION.
With profound regards,
From India, Chennai
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With profound regards,
From India, Chennai
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Training and Development: A Shared Responsibility
Training and development are not only the organization's responsibility; they are also a personal one. An individual must take an interest in what they are being developed in. Yes, we all agree that all training should be competence-based versus Key Performance Indicators (KPIs). However, an employee appearing at a training session without knowing what they are trained on raises several important questions:
• How are you supposed to check whether the training objectives have been achieved?
• How are you supposed to know what competencies you have developed and closed the gap between lack and what is required?
• How are you supposed to know how you will apply the knowledge gained in your real-life situations?
• How are you supposed to know what the Return on Investment (ROI) was?
• How would you know if the training was effective or not?
I believe it is a personal responsibility to genuinely take an interest in the training you are undertaking, and HR employees should ensure that employees know this information, or how else will they evaluate their performance?
From Oman, Muscat
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Training and development are not only the organization's responsibility; they are also a personal one. An individual must take an interest in what they are being developed in. Yes, we all agree that all training should be competence-based versus Key Performance Indicators (KPIs). However, an employee appearing at a training session without knowing what they are trained on raises several important questions:
• How are you supposed to check whether the training objectives have been achieved?
• How are you supposed to know what competencies you have developed and closed the gap between lack and what is required?
• How are you supposed to know how you will apply the knowledge gained in your real-life situations?
• How are you supposed to know what the Return on Investment (ROI) was?
• How would you know if the training was effective or not?
I believe it is a personal responsibility to genuinely take an interest in the training you are undertaking, and HR employees should ensure that employees know this information, or how else will they evaluate their performance?
From Oman, Muscat
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Anayaat, very interesting position. I don't buy your logic for three reasons:
1. The HR selects the faculty for the program in most companies.
2. The individual nominee may not be recommending themselves for the program. Someone else in the organization does that. In short, the person nominating is often different from the person attending (fitment to need).
3. The person attending may or may not have the authority to approve a training budget.
Given this scenario, the onus lies on the HR as the faculty and the development vehicle are selected by the HR. If you are trying to push that to the individual employee, well, it's like sitting in a taxi and expecting him to take you to a destination without telling him where that is! Don't you agree? Or did I misinterpret?
If responsible managers like you try to pass the buck of ROI, it could severely compromise the company's position. An organizational structure is put in place to ensure the company is in business. If you feel it is the job of the individual to look at these issues, don't you think this is a lapse on the part of the HR? Just curious, do you really buy your own logic?
I can say that post-intervention, it is again an organizational responsibility to absorb and leverage from the initiative. Else, it will be like asking an MBA to do a clerk's role... Don't you think so?
Individual responsibility needs to be clarified and discussed. The basic question is based on the premise that this is not done in most companies. I agree that at the end of the day, the individual is also responsible. But it depends on how 'mature' the organization is in accepting 'change'.
Thank you.
From United States, Daphne
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1. The HR selects the faculty for the program in most companies.
2. The individual nominee may not be recommending themselves for the program. Someone else in the organization does that. In short, the person nominating is often different from the person attending (fitment to need).
3. The person attending may or may not have the authority to approve a training budget.
Given this scenario, the onus lies on the HR as the faculty and the development vehicle are selected by the HR. If you are trying to push that to the individual employee, well, it's like sitting in a taxi and expecting him to take you to a destination without telling him where that is! Don't you agree? Or did I misinterpret?
If responsible managers like you try to pass the buck of ROI, it could severely compromise the company's position. An organizational structure is put in place to ensure the company is in business. If you feel it is the job of the individual to look at these issues, don't you think this is a lapse on the part of the HR? Just curious, do you really buy your own logic?
I can say that post-intervention, it is again an organizational responsibility to absorb and leverage from the initiative. Else, it will be like asking an MBA to do a clerk's role... Don't you think so?
Individual responsibility needs to be clarified and discussed. The basic question is based on the premise that this is not done in most companies. I agree that at the end of the day, the individual is also responsible. But it depends on how 'mature' the organization is in accepting 'change'.
Thank you.
From United States, Daphne
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Bingo! Anayaat, a point very well taken. All said and done, one can take the horse to the water, but he can't make him drink it. Without individual responsibility and the desire to upgrade at every opportune moment, no training will give the needed outcome.
{1} It is therefore imperative that the trainee be told the WHY of the training they are being assigned to. They should be given the choice to attend it or not, and then provided with a list of skills they could choose to upgrade that directly addresses their needs.
{2} It is also for the trainee to give very honest FEEDBACK by being assertive about the program they attended. But it is always the individual's RESPONSIBILITY to ensure they give their best to the company they serve and to do all that it takes.
Regards,
Raj
skills2excel
From India, Surat
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{1} It is therefore imperative that the trainee be told the WHY of the training they are being assigned to. They should be given the choice to attend it or not, and then provided with a list of skills they could choose to upgrade that directly addresses their needs.
{2} It is also for the trainee to give very honest FEEDBACK by being assertive about the program they attended. But it is always the individual's RESPONSIBILITY to ensure they give their best to the company they serve and to do all that it takes.
Regards,
Raj
skills2excel
From India, Surat
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Another interesting position. If you pay money for something, do you feel that it is the responsibility of the seller to give their best to you? If you are paying money for something, you better ensure you get the value for your money! I am using "you" to see what you think. Ensuring the returns from your employee cannot normally mean that you leave it to their understanding of "their best" for your organization. But then, we are digressing from the question...
How Do HR Folks Select the Program?
I am not sure if you say this is the practice in your company, but you seem to suggest this is a good way. I was more interested in understanding the current practice in various companies.
Regards
From United States, Daphne
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How Do HR Folks Select the Program?
I am not sure if you say this is the practice in your company, but you seem to suggest this is a good way. I was more interested in understanding the current practice in various companies.
Regards
From United States, Daphne
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Dear respected member, Mr. Nikhil S. Gurjar, my response was to the scenario given by the initiator of the subject. However, I worked in a very young organization where the responsibility of training and development was shared between HR and employees.
• Employees knew exactly what program they attended.
• Employees, with their managers, discussed and chose their training program.
• HR checked whether or not it was in line with their annual training requirement, which is decided during the KPI setting session (KPI and training requirements of the year are planned and delivered at the same time).
• We do not select the faculty; we select the vendor.
To me, the notion of an employee being nominated and attending a training program without knowing the content or what it is about is absurd.
From Oman, Muscat
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• Employees knew exactly what program they attended.
• Employees, with their managers, discussed and chose their training program.
• HR checked whether or not it was in line with their annual training requirement, which is decided during the KPI setting session (KPI and training requirements of the year are planned and delivered at the same time).
• We do not select the faculty; we select the vendor.
To me, the notion of an employee being nominated and attending a training program without knowing the content or what it is about is absurd.
From Oman, Muscat
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Thanks for the clarification. The faculty is attached to the vendor, so it indirectly meant what I was indicating. Anyway, it's good to note that the employees in your company are aware. I recall once a SBU Head of a large company calling me just before a program and asking me about the intervention. He had a one-hour discussion earlier on this and some literature as well. So, it's a question of WHO is asking as well. Obviously, the answer would differ from person to person.
To give you the surprise, this person was so impressed by the intervention during the first interaction that he had nominated three other senior managers from his company after the briefing (and they had to cancel their travel plans, etc.). Still, I got this call asking me about what the intervention was! Apparently, the three others were not sure of what they would get in the program. But here, I know that the content sold itself. We seldom see executives coming in that way.
At the end of the day, we conduct consulting interventions, which we call development programs (and these are not traditional training and development, more of consultative development and coaching). And in any case, people still do come to the intervention saying they don't know what it is about.
From United States, Daphne
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To give you the surprise, this person was so impressed by the intervention during the first interaction that he had nominated three other senior managers from his company after the briefing (and they had to cancel their travel plans, etc.). Still, I got this call asking me about what the intervention was! Apparently, the three others were not sure of what they would get in the program. But here, I know that the content sold itself. We seldom see executives coming in that way.
At the end of the day, we conduct consulting interventions, which we call development programs (and these are not traditional training and development, more of consultative development and coaching). And in any case, people still do come to the intervention saying they don't know what it is about.
From United States, Daphne
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Introduction to Employee Training and Development - PPT 1.ppt
Innovative HR Practices-.doc