03 Jun Corporate Training – a Trainers View
We are into corporate training for the last eight years. By
corporate training I am referring to ‘Human Behavioral’ training with
particular reference to Leadership and Team Work. We use the ‘experiential
learning’ platform mostly using adventure and outdoors as tools for learning.
In this article I have made an attempt to review the process of corporate
training, its challenges and future.
pertaining to the specific job profile or skill sets is unavoidable and gets
taken care of, human behavioral training, effectiveness of which cannot be
easily measured regretfully sinks into the back seat. The ‘value’ of training
aimed at behavioral and attitudinal shift may not be easily discernible to
business men who focus on the ‘numbers’ they want to achieve.
improving the performance and capability of a an individual, team or an organization
with relation to certain skill sets. It generally involves moving from ‘where
you are’ to ‘where you want to be’. In
this journey we have to pass through certain stages. We could look at the the
three important questions that need to be answered before we plan a training
lacking? What will I achieve if training achieves that shift?
there? Which training methodology do I use?
work out our stages.
Objectives. We need to be absolutely clear as to what we want from a
particular training initiative. The goals, terminal objectives or deliverables
must be clearly visualized and stated. We have seen many training programmes
that are rolled out in a hurry with very generic, vague objectives. Sometimes
we hear a simple statement , ‘we just need team building training’.
understand the need for training and the benefits that are likely to accrue
from the proposed training. They need to be motivated so that they open their
minds and are keen to learn. Willingness of the trainee to learn plays a vital
role in the process.
must be carefully planned. The methodology must be carefully selected. An
effective training programme must be planned from pre training work to the post
training follow up process for long term objectives and permanent shift in
behavior and attitude.
have generally felt that some deliberations need to be done in an organization
before a training programme is planned.
Inputs from the senior management, the team leader, the HR department
etc must all be integrated and shared with the trainer to derive maximum
benefit from training.
plan. The goals must be regularly revisited and mid course corrections made as
and when necessary.
Plan. I am of the view that at the closing of a training programme every
participant must be made to write his action plan. He must be held accountable
and responsible for it. We normally look at two months as short term goals and
six months as short term goals. This action plan needs to be monitored by the
HR or the team leader – a process that often gets neglected in the fog created
by ‘crisis oriented’, pressurized, work environment.
Up. This is an area of concern. I find that at the end of a training
programme participants are quite motivated and charged. But if we do not do
regular mop up, get regular feedback, or keep a check on the ‘application’ of
what we learnt and how we are applying it in our work place, the training
effort gets diluted.
- As a trainer the following are some of the challenges we face
- We do not always get the inputs we need prior to
designing the programme. As we generally conduct 2-3 days residential
programmes, where time is at premium, some time is unnecessarily spent on
‘knowing’ the trainees or the team.
- The goals of the management and the desires of
participants are generally at variance. While the management looks at the ‘cost effectiveness’ of the programme,
and will like maximum activities to be conducted with more learnings, the
participants look for more fun and a relaxed and easy time.
- The trainees are with the trainer for a short
time. After that the trainer has no influence on the trainee. I always say that
training can be effective if it is considered to be a joint effort by the
management and trainer. The follow up actions, feedback, monitoring progress
and corrective measures can only be taken by the management.
- Training programmes are generally planned as
stand-alone programmes. One training
programme needs to be linked to what was learnt in the previous programme and
it must lead to the next one. In this manner the training process becomes
continuous and evolving.
convince organizations that they need to train their people for leadership
skills and to convert their departments into high performing teams. I recall
the degree of difficulty in putting across the benefits of such a training. Now
the situation is somewhat different. There is a general awareness in
organizations about the ‘necessity’ of such training.
- Training is no longer
considered as an expense. It’s a wise investment.
- It is not only a good ROI
(Return on Investment) but also a good ROTI (Return on Time Invested).
- Studies now show that
employees are happy in organizations that take care of their career growth and
talent development. Many employees leave an organization where these are
- The human talent has been
a vital potential and will remain so, despite all the technology advancement.
Regular, planned training interventions are absolutely necessary to meet the
corporate challenges we face today