In a previous post I delve on the importance of training and development programs for organizational competitiveness, and highlighting the role of HRM (Human Resource Management Department or Professional) as its facilitator. To amplify more on the issue, it should be noted that the HRM is confronted with dynamic changes in approaches and methodologies in training and development. Susan Heathfield of About.com posted an interesting article regarding this topic, and I’d like to expound a bit of what she wrote adding some of my personal notes.
She observed that there are at least six critical trends in training that should be taken into serious account by HRM professionals and organizations, to wit:
- Adopt a Performance Consulting Strategy
- Measure Results to See Impact
- Training Delivery Is Changing
- Training Delivery Systems Are in Transformation
- Your Customer Is the Individual Employee
- Training is Delivered Just-in-time, as Needed
Items 1 and 2 are not new, IMO. Training and development programs are supposed to be designed and implemented to correct and/or improve employee’s or organization’s performance. And results there from should be measured against projected or set training goals and objectives. The assessment at the end of the program will not suffice. (Some organizations tend to use this to measure the effectiveness of the training. This is very superficial, ineffective, and is based only on the impression of the training activity not its results.) Metrics should have been defined even before the training plan is approved. Otherwise, it would be a waste of resources to train people when there are no metrics in place to evaluate learning and improvements results. Sarah is correct to observe that most training programs are out of the shelf, catalogs, and have lost their effectiveness. They are no longer performance related. In my book, these are what you call university or academic approaches to human resource training and development.
Training and development programs, first and foremost , should address a discrepancy between the current performance of the employee and to what is expected (based on his detailed job description or KRA (Key Result Area) sheet. In cases of advancement, the discrepancy is the difference between the current performance (that is, the employee is meeting desired performance criteria and goals) compared against the desired level of performance when new responsibilities are added or where promotion to the next job level is expected. Again, here is why performance evaluation and metrics are very important.
Items 3 to 6 are more accurate observations. With the introduction of internet, intranet, and multi-media devices, training delivery and systems are indeed changing. The HRM should be able to harness these new systems to achieve better results from training. Plus, the emphasis on training employees who are expert on certain topics to train others is indeed occurring. The trainers’ and HRM roles on this should focus on developing good trainers out of this employees. In the first place, they are more credible trainers when it comes to their areas of expertise. Training skills are thus required to make them effective trainers.
It is good news that more and more trainers and HRM professionals are adopting the JIT* (just in time) system in training. As I have mentioned earlier, if training should have been initiated to address performance problems, then it follows that training are perfect JIT intervention. Although, let me be clear here that not all performance problems or discrepancies can be addressed through training. Sometimes, the underlying causes for this are entirely insignificant to training such as improvement on the work process, machine problems, psychological issues like the lack of motivation, etc. However, issues that needs to be addressed should be acted upon immediately.
If I may add:
Training and development programs, first and foremost , should address a discrepancy between the current performance of the employee and to what is expected (based on his detailed job description or KRA (Key Result Area) sheet. In cases of advancement, the discrepancy is the difference between the current performance (that is, the employee is meeting desired performance criteria and goals) compared against the desired level of performance when new responsibilities are added or where promotion to the next job level is expected. Again, here is why performance evaluation and metrics are very important.
Items 3 to 6 are more accurate observations. With the introduction of internet, intranet, and multi-media devices, training delivery and systems are indeed changing. The HRM should be able to harness these new systems to achieve better results from training. Plus, the emphasis on training employees who are expert on certain topics to train others is indeed occurring. The trainers’ and HRM roles on this should focus on developing good trainers out of this employees. In the first place, they are more credible trainers when it comes to their areas of expertise. Training skills are thus required to make them effective trainers.
It is good news that more and more trainers and HRM professionals are adopting the JIT* (just in time) system in training. As I have mentioned earlier, if training should have been initiated to address performance problems, then it follows that training are perfect JIT intervention. Although, let me be clear here that not all performance problems or discrepancies can be addressed through training. Sometimes, the underlying causes for this are entirely insignificant to training such as improvement on the work process, machine problems, psychological issues like the lack of motivation, etc. However, issues that needs to be addressed should be acted upon immediately.
If I may add:
Training programs should focused more on behavioral modifications rather than skill building, and should be geared towards adding value to the organization’s competitiveness.
Skill building is easier than behavioral modification. It takes time to have employees who are highly motivated and are attuned to the positive corporate culture that company is trying to foster. I am seeing more organizations who are placing more importance on this in their agenda and are reaping positive results. Even in hiring, attitude and values are given more premium over skills and knowledge on the premise that the latter can easily be acquired.
Training is becoming participative.
Meaning, trainees are now involve in the planning and development stages of the entire human resource program. This way, their training needs are accurately addressed. Moreover, it lessens the burden on the part of the training facilitator in terms of getting interests on the training program. Lastly, employees involvement in the preparation of the program shares the burden of making it meaningful and effective. The role of the HRM now in this trend is more of a coach and a guide, rather than the provider of training itself.
Training and development programs, however the methods and trends are, will continue to remain the most effective means of producing and maintaining a highly competitive workforce. The HRM must endeavor to put more efforts towards effective implementations.
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*Just in Time (JIT) production is a manufacturing philosophy which eliminates waste associated with time, labor, and storage space. Basics of the concept are that the company produces only what is needed, when it is needed and in the quantity that is needed. The company produces only what the customer requests, to actual orders, not to forecast. JIT can also be defined as producing the necessary units, with the required quality, in the necessary quantities, at the last safe moment. It means that company can manage with their own resources and allocate them very easily. SOURCE: Mladen Radisic
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About the Author
Nor Franco is the Managing Director and Virtual CEO of nextManager.net. He's a former corporate executive whose passion is bringing out the full potential of HR in Businesses. This time that passion is pursued through Virtual Management. He writes and blogs about his management views and insights here. Follow him on Twitter.
