ANIL KAUSHIK is a management thinker, Educator, Motivator, Consultant. He has 30 years of deep rooted understanding of industrial relations, shop floor experience. Training is not clearly spell out to top management neither by HR department nor by trainers.
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Article-why Training Does Not Leave Desired Impact-Anil Kaushik
ANIL KAUSHIK is a management thinker, Educator, Motivator, Consultant. He has 30 years of deep rooted understanding of industrial relations, shop floor experience. Training is not clearly spell out to top management neither by HR department nor by trainers.
ANIL KAUSHIK is a management thinker, Educator, Motivator, Consultant. He has 30 years of deep rooted understanding of industrial relations, shop floor experience. Training is not clearly spell out to top management neither by HR department nor by trainers.
ANIL KAUSHIK, is a Management thinker, Educator, Motivator, Consultant, Chief Editor of Management Magazine ‘Business Manager’, author of labour law books & President of Indian HR Forum. He has 30 years of deep rooted understanding of industrial relations, shop floor experience and research in HRM Area and Training. Mr. Kaushik has many papers on HR & LABOUR LAWS to his credit published in national newspapers & magazines. He can be reached .......... bmalwar@yahoo.com, akaushikus@yahoo.com or bmalwar@gmail.com. Mob: 09829133699
During my professional career as management expert and trainer,
have encountered many managements who feel that training is nothing but waste of time and money and should be done as a pleasure event. Some feel that training comes to second to getting the work out and employees are engaged for producing results only. While some are supporting to training activities and seriously plan out, others have an attitude of “kuch training - waining karna hai. Ek din ka kuch kar do record bhi ban jayega or ek din ke liye in logon ka bhi entertainment ho jayega. Bahar khana-vana kha lenge.” The hard reality of training is by and large neither management does not take it seriously nor trainers. Many trainers do not have the shop floor exposure and contact with the people essential to being effective in training. Why this situation has developed? I feel when organization does not take this activity as serious attempt to develop the required skills in employees and merely take on as ritual, trainer will also respond in the same way. Managers and trainers have joint responsibility in providing training and development to employees - training that will actually change people’s behaviour in a way decisive growth both employee and organization. There can be many reasons while training is not taken seriously and even if conducted does not leave desired impact. Few of them can be : 1. The benefits of training and development are not clearly spell out to top management neither by HR department nor by trainers. This is because of the lack of method for demonstrating potential benefits of training to top management. Without the means to determine benefits of training, top management may not allocate funds to training because they will prefer the areas where returns are more apparent. 2. Management seldom evaluates HR managers for carrying out effective training to employees. Since management feel training impact is not measurable, much importance is not given while evaluating HR manager’s performance and consequently HR managers also do not take it seriously and is taken as a expense and not investment. 3. Few organizations systematically plan and budget for training. The organizations who lack knowledge about the effects / benefits of training, don’t plan training as continuous activity. 4. Production and floor managers do not spare employees and allow time for training. Whenever HR managers plan for technical people training, production heads keep it at lowest priority and do not support HR function in training and development of employees. Normal perception of production heads is to produce only and nothing else. Even if resources are assigned to training, employees from different technical department are not sent on priority. Because according to production people that without appropriate planning production requirements preclude sending their employees to gain from training. 5. Training is done unsystematically without proper planning. In many organizations neither training needs are identified or planned properly nor is training purpose mostly for short term objectives. 6. There is waste difference in the perception trainer and managers. People attending a training programme may expect certain behavioural out comes from the programme, the trainer may expect a different set of out comes and manager of the organization may expect another set. This difference is perception makes training activity use less. When such training programme are conducted without aligning perception of all the three, training can not leave desired impact. 7. Trainings are conducted by trainers without understanding the culture of the organization, the practices that are followed by people, hence there is total disconnect between participant employees and trainer leaving the exercise useless and participant after returning to the job may not find any thing beneficial taken from training which could be applied at workplace. 8. In many cases trainers chosen for a particular course lack sufficient experience and education to deliver that particular course. Without the appropriate skills, the trainer does not and can not provide sufficient assistance to participants. And my view trainer should also be able to provide on the spot consulting services to participants if some questions are asked or practical issues are raised. The question remains how to change the attitude of the management towards training and actions of HR managers in this direction to ensure that training leaves desired impact and HR managers are able to show the benefits of training to the top management. It is for the HR professionals to measure the organization climate, productivity, and level of employee’s behaviour. Tools for measuring these are available. HR managers should also the able to measure the influence of training on productivity and over all quality improvement in people behaviour. It is only by this difference; top management can understand the benefits of training and development and help HR managers in changing the attitude of top management in this respect. If the contribution of training to productivity exceeds the cost of training, management will not find it difficult to invest in training. Trainers of course need to be aware of or be able to find out about, training and development resources appropriate to needs of employees. Often description of training programme contain vague course objective leaving participant employees in state of confusion they are not confident about deliverables of the programme. It is for the trainers to ensure that what participants expects, should be delivered through training specifically designed in a highly customized way. Unless trainer also behaves as a consultant to the organization while conducting training, with the objective to solve certain issues of participants, he will be thought of as a unit isolated from the main stream of organizational activities.
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