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, wanted to know what triggers the HR to go for a specific program?
From United States, Daphne
50At 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, wanted to know what triggers the HR to go for a specific program?
From United States, Daphne
A great question which puzzles me also! I experience similar situations and usually take time with the group at the start of the course to explain the competencies that will result as a result of the development. There is obviously a very flawed training needs analysis and performance management process inside organisations who SEND people on training courses with no idea of the difference in performance and contribution that the individual should make following the training. Joy
From United Kingdom, Manchester
From United Kingdom, Manchester
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 reason.
There! You now have people coming to the programmes with absolutely no clue as to why they are there.
Any wonder then why the quality of the Trainers is on the decline. Any one {with the least quote} will do is the corporate want.
Raj
skills2excel
From India, Surat
Every employee is allotted an annual number of hours for Learning & Development. That JUST NEEDS TO BE CONSUMED for statistical reason.
There! You now have people coming to the programmes with absolutely no clue as to why they are there.
Any wonder then why the quality of the Trainers is on the decline. Any one {with the least quote} will do is the corporate want.
Raj
skills2excel
From India, Surat
I agree with Raj! and I must say, corporates have a certain number of hours and a budget fixed for training different level 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 burrrp and go back home with a smile as a day's work has been spent in a nice, airconditioned hall. They would also applaude at 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 realise the worth of training, bargain..and that itself explains their approach towards quality training for their employees.
Warm Regards,
From India, Mumbai
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 burrrp and go back home with a smile as a day's work has been spent in a nice, airconditioned hall. They would also applaude at 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 realise the worth of training, bargain..and that itself explains their approach towards quality training for their employees.
Warm Regards,
From India, Mumbai
Dear Mr. Nikhil,
Well, i would suggest you to interact with those participants to find out more from them. That would have given you clear picture as why there were not aware of the content of the program. Also it would have helped you to identify the interpersonal skills between HR and those managers.
Not every can be considered as smart as we are. There are very few who does their "HOME WORK" before appearing for any training programmes.
Now-a-days, training programs are considered as option for ENTERTAINING SENIOR EMPLOYEES besides ENHANCING RELEVANT/DESIRED SKILLS. It is the fact that, middle managers are able to demonstrate their skills after getting trained but, senior managers remains the same.
I just wanted to know, how many organisations are keen to evaluate or make best use of those desired skills in SENIOR MANAGERS, post training, else what would be ROI on TRAINING PROGRAMMES?
With profound regards
From India, Chennai
Well, i would suggest you to interact with those participants to find out more from them. That would have given you clear picture as why there were not aware of the content of the program. Also it would have helped you to identify the interpersonal skills between HR and those managers.
Not every can be considered as smart as we are. There are very few who does their "HOME WORK" before appearing for any training programmes.
Now-a-days, training programs are considered as option for ENTERTAINING SENIOR EMPLOYEES besides ENHANCING RELEVANT/DESIRED SKILLS. It is the fact that, middle managers are able to demonstrate their skills after getting trained but, senior managers remains the same.
I just wanted to know, how many organisations are keen to evaluate or make best use of those desired skills in SENIOR MANAGERS, post training, else what would be ROI on TRAINING PROGRAMMES?
With profound regards
From India, Chennai
For each employee there should be a comptency framework, if h/she is lacking in a particular competency which is required for the next level of position then he/she needs a development prog. training etc. to develop that relevant competency(s) required for the new position. Competency framework should be used while framing a career sucession or promotions.
Unfortunately we tend to overlook competency of a resource rather foucs on his KPIs, performance appraisal or "chamcha giri"- hence you find most of the corporates with lousy stuff at senior positions.
Finally competency should never be mixed with KPI or Performance appraisal. although they can be referred to while preapring job descriptions and KPIs.
From Kuwait, Kuwait
Unfortunately we tend to overlook competency of a resource rather foucs on his KPIs, performance appraisal or "chamcha giri"- hence you find most of the corporates with lousy stuff at senior positions.
Finally competency should never be mixed with KPI or Performance appraisal. although they can be referred to while preapring job descriptions and KPIs.
From Kuwait, Kuwait
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
From United States, Daphne
What a relief .. to have so many in the same boat - TBB! { T = Titanic .. NO, but Training Blah Blah }
Welcome Aboard!
Raj
PS :: But seriously .. Why does every thing in India has to turn into a Tamasha?
From India, Surat
Welcome Aboard!
Raj
PS :: But seriously .. Why does every thing in India has to turn into a Tamasha?
From India, Surat
Raj & All,
Visit Kenya for the real Tamasha! Most trainees only comply to earn the T&D points, for HR people it duty........the whole meaning of training is lost.
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 as a platform to the next level...... The most powerful thing is that staff take charge, managers guide, TNA becomes more purposeful and training worth the while and for the organization ROI higher
From Kenya, Nairobi
Visit Kenya for the real Tamasha! Most trainees only comply to earn the T&D points, for HR people it duty........the whole meaning of training is lost.
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 as a platform to the next level...... The most powerful thing is that staff take charge, managers guide, TNA becomes more purposeful and training worth the while and for the organization ROI higher
From Kenya, Nairobi
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