Friday, March 22, 2013

The Training Dilemma

Its not a panacea for all ills. Its not an analgesic which gives you a temporary respite. We cannot prescribe it as an antibiotic which is taken for a period and then discontinued.

It is a recurrent process and a systemic dosage which helps in the development of people and is intrinsic to their motivation and performance.

Yes, I am writing in the context of Training & Development in organisations.

Well, it happened so that I had a meeting with an esteemed client and the issues were manifold.
The HR Manager had an entire list of programs and made me take a note of all the programs they wanted to get delivered for the entire year.

However, modest you might try to be, you can't hide your enthusiasm and secret elation of meeting your business development targets.

The other modalities were taken care of and the project began. It happened to be a Stress Management Workshop and the participants were nominated from various departments.

The trainer began the day with a highly energising icebreaker and a bang to the introductory session.

As soon as the expectations mapping began, Lo Behold  " Why me?",  " I am only 6 months old in the organisation", " I am fresh out of college", " I know how to handle stress" etc took charge of the candid confessions.

The trainer controlled the hijacking and moved ahead. Well! Not to say the least, the program turned out to be an average one with particpants' feedback stating the program to be highly interactive and participative.

Participants felt that the program was highly engaging and interactive. It had a 'WOW' effect.

Yet, I felt something was amiss.So what went wrong?

What I didn't realise then, I realised after all these years of training for corporates and understanding the basic premise of any training debacle- A Systematic Training Needs Analysis based on Performance Consulting.

If a training doesn't measure the impact it brings about, the performance improvement, the same 'WOW' Training is reduced to just a feel good.

What I would like you to ponder is on making behavioural training measurable! It is becoming common to propagate the fancy terminologies in training and effectiveness but designing the quantifiable metrics in training should be the Mantra of all Trainings.

How to design metrics is the next point of discussion in my blog!

Till Then... Happy Training!!!


Thursday, July 15, 2010

The Human Side to managing change

Well, we all talk about change... OD (Organisation Development)is the beautiful nomenclature given to it.
But after my change mangement interventions, I prefer to call it CM- Communication Management .
Communication is the key to any change management intervention.
Case Study

An ITES company was planning an HR Intervention for quite sometime. The management had constant problems of employee issues and attrition.A consultant was hired and asked to design the HR policies etal.
To begin with an employee satisfaction survey was conducted , the issues analysed and shared with the management.Next was the onus of designing competitive pay grading and well defined HR policies. Everything went according to plans and then the showcase of the final HR department happened.
The day, the policies were announced, 3 employees put in their papers and did the disappearing act.
The Management was perplexed and played the blame game well ( the consultant was deprived of its final payment).

However, the consultant wanted to analyse what went wrong and so started the hunt of the lost employees. The cat was finally out of the bag... the problems uncovered and the lost confidence of the Consultant resurfaced.

What had gone wrong
1. Before the consultant was engaged, the management had promised things to the employees to offer them temporary relief- the analgesic effect.
2. This went on for 2 years and the older employees showed patience and faith in the management.
3. The employees had high hopes on the management and knew things would take better shape after the HR Consultant was hired.
4. The Consultant did everything best possible to discover the best practices and designed an A Class HR Intervention.
5.The day the policies were announced, the consultant did the job well, spoke to the employees in the group and counselled individuals.

But things failed... and it was due to one major factor - Lack of Communication.
The management didnot face its employees and left it to the consultant to explain things to the employees. The newly appointed HR Director was present in the sessions but did a quick disappearing act once things started getting heated.The Consultant thought he had convinced the employees beautifully but the employees had come to face the reality. They knew that the management was playing a nasty game on them.
They now knew that the organisation would not deliver on all the promises that had been hoping for. The only thing they could do was leave the organisation without putting up a bad show. And they did...

Would invite your comments on how things could have changed.
Wait for my next post on the Model Of Change