Manpower training department has been separated from Personnel function considering the importance of training in organisation’s growth.

Knowledge is ever growing. Nothing remains same forever.

What we studied in the school or colleges may not be the present knowledge. Unless updated on regular basis, redundancy builds up and we start wondering “whether we really know anything around us?”

This is more visible in dynamic industries like technology-oriented industry (computers, automation, mobiles, etc.) or software industry.

Even the laws are evolving and demanding more compliances, disclosures, etc. The law is moving towards “if you miss it, then, face it”.

Training plays a very important role in breaking the above barrier and keeps the manpower updated with the latest practices / knowledge.

Training in the context of an Organisation

    • Manpower is a vital resource in conversion of raw material / services into finished product / services using machines;
    • Human mind is versatile and requires new challenges for its development → once trained, it explores around → exploration brings out new practices; junks old practices / processes, etc. → maximum benefits to customer in terms of fast product delivery + better quality + competitive cost;
    • Training satisfies internal urge of an employee for more knowledge and give liveliness at work-place → substantial part of employee’s working time is spent in the organisation (more than 50%) → unless this time is used more in productive purpose, it would not benefit organisation and customers.
    • Training builds communities → employees come to know each other, which otherwise is difficult in day-to-day routine;
    • Training breaks monotony → the employee is able to concentrate in an area other than daily routines → brings freshness;
    • Training is more critical in service industry → organisation showcasing or marketing the services only → unless updated with the latest developments → organisation loses its competitiveness;
    • Training is must for bringing vibrancy in the organisation.

Types of Training

    • Training from external experts, where experts from industry share their learnings;
    • In-house training or training by peers, where either top management like Jack Welch from GE, Narayan Murthy from Infosys or Ratan Tata sharing their learnings with others OR internal teams conducting in-house workshops;
    • Self-training where employees are motivated to engage in self-learnings for keeping update with the present;
    • Department-wise Bulletin boards to display latest developments in that particular function. Also, common Bulletin boards for developments impacting everybody in the organisation;
    • Monthly Newsletter sharing the developments in the organisation / outside world, viewpoints of an employee, personal achievements, etc.
    • Temporary Rotational-training where another person takes charge for a short period when the person is away from his / her desk → helps in taking charge of function of the person when that person is absent / leaves the organisation;
    • Cross-training where an employee is given responsibility for new function permanently and rotated on regular basis so that predecessor can train the successor → Helps in
        • bringing new ideas of new person about the function;
        • creating reserve of large multi-functional team for
            • each person in the department capable of handling all duties in the department;
            • moving the person to take charge of new facility.
        • Building in-house leaders able to manage multiple functions

Deliverables (i.e. expectations from the Department)

    • Training should always result into actionable and not in NATO (No Actions Talk Only);
    • Checklists and action-plans for learnings from training to be drawn for implementation in day-to-day working;
    • Coverage of every employee under Training and not limited to selected few;

Important developments in the Training function

    • Availability of webinars (web seminars), training videos → a person is not required to visit experts to get trained → training at convenience and not at a given fixed time unless live training;
    • Development of video conferencing tools → training of persons at multi-location simultaneously without a need to travel;
    • Development of social sites → Facebook page or blog are popular medium to share information;
    • Email, SMSs, etc. for sharing the information

Conflicts (Inter-departmental) / Challenges with Training function

    • Training clashes with daily working → while a person attends training, desk functioning are missed → Broad framework of training sessions must be drawn → to distinguish between
        • duties to be attended immediately; or
        • be attended by another in the department; or
        • postponed without breaking the flow.
    • Other departments considering training sessions as waste of time and money → How to make Training sessions more productive, which are useful both for an employee and organisation?

Some of the Process Implementation for better Training function

    • Plan and strategy for Training department to be drawn detailing:
        • How the training to be built in the culture with least disturbance to day-to-day functioning of the departments;
        • Who would be covered in training?
        • What types of trainings to be imparted to the employee?
        • How much time on training in a year to be spent by an employee?
        • Whether training to be conducted in-house or outside the office?
    • Employees trained during the month and due for training in the next month;
    • Employee training records;
    • Trainings conducted
        • Feedback about consultant’s performance;
        • Post-training effectiveness;
        • Whether to be repeated for improved performance?

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