The Training Myopia

Training activities in organization have become an integral part of its functioning.  Companies organize several training programmes for workers, staff and executives.  These programmes are organized both in-house and at outdoor locations.  Furthermore, with the advent of TQM and ISO 9000, Training has become a very important activity.  While the above activities go on in various companies, a hotly debated topic is that of training senior managers.

It is observed that although companies organize training programmes for all levels of employee, their success at the highest level of the organizations is a question mark.  General Managers, vice presidents and presidents are not motivated to attend these sessions themselves.  This is rather unfortunate because as a result, this creates an impression of double standards in the functioning within the organization i.e. training is only is only for the Juniors and not for the seniors.  Senior managers should realize that training is an excellent method of developing the ability to cope with change.

Many managers often opine that whenever required to attend training sessions, their seniors excuse themselves citing work related problems or marketing pressures as reasons.  Even if they do attend an in-house training session, they keep receiving calls, papers for approval and message slips and such .The above scenario is indeed very disappointing as “leadership by example is not practiced. 

From time immemorial, training has been perceived as a corrective activity.  An individual is normally sent for training when he is not performing up to the mark or needs to overcome some skill-based deficiency. Thus, the obvious question that arises when an employee is nominated to attend training is “why me, why not him”. Thus, the nominated employee becomes defensive and indifferent to his training.  It is this training myopia that many senior managers suffer from.

Many senior managers those who have risen from the ranks of the organization regard themselves as demigods and think they are indispensable.  The indispensability reaches such levels that many believe that the organization’s functioning would be hampered by their absence.  This is the most common reason they offer for not attending training themselves. But, what they must realize is that an efficient system should work well in their absence not when they are around.

General Electric USA, was one of the best examples of the concept of a learning Organization where every executive  has to attend an optimal number of training courses every year. In this context, it is strongly recommended that senior managers attend at least two or three training sessions every year.  They could attend such programmes at reputed Institutions like TISS, XLRI, ASCI, MDI or the IIM’S.

Besides the exposure they get there, they would be enriched by their interaction with professionals of different organizations.  The major advantage at an external location is that senior managers too would not be disturbed and at least could concentrate on the Training programmes.

Further, many organizations have also started a focused effort to develop in-house faculty among the senior mangers.  These senior managers are used as Resource persons for in-house training programmes. Thus, the attempt is to motivate them to develop a positive attitude towards training and also get training periodically over a period of time.

The latest trend in many organizations is to organize Top Management workshops or Retreats. Here, besides, deciding on the strategy for the coming year or six months, they have Development sessions on various current topics such as TQM,Japanese Management, Empowerment, Creativity, Team Building and others.  Also various management trends and relevant conceptual and practical inputs are provided to these Top Management teams.

All the above  is indicative of the state of affairs with respect to training of senior managers in organizations.  The ideal situation would be that the senior management should develop a positive attitude towards training.  Learning is a continuous process and development takes place through learning, and hence could be done on a ongoing basis. Unless managers develop themselves, they will find if difficult to grow further to their careers.  Further, if top managers are committed about training, then the same message percolates down the organization and everyone takes training more seriously .Very often, due to the indifferent attitudes of the top bosses, training is perceived as a paid holiday ,A BREAK FROM THE MONOTNY …

In a bid to make training a more serious activity, the following three pronged approach is recommended.

Before the Training the superior and the subordinate should identify and decide the relevant programmes the subordinates could attend.  Thus, the concurrence on both sides indicates the seriousness of this activity.

During the training:, The superior should ensure that his subordinate is not disturbed during the training session.  This might mean some more work for the superior during that period but not disturbing the subordinate gives the right message that training is important and a serious activity.

After the training:  The superior should set aside some time for the subordinates to discuss about the training programme and the learning acquired there. In some companies, the manager who has attended the training session makes a brief presentation about the seminar to his colleagues and superiors

Another aspect of the training myopia is the fact that companies excessively focus training for employees in certain functions.  It is noticed that often employees in the marketing functions go through training sessions more regularly. Further, annual budget meeting conference, quarterly review conference and such are organized only for those in the sales and marketing function. But, we should realise that training should encompass all levels of employees and cover employees in various functions ad different levels.  To quote Jack Welch of General Electric, USA, “Corporations across the world have barely begun to tap the intellectual resources of their employees.

Yet another aspect of training that is hotly debated is the process of identifying training needs.  Many companies depend on performance appraisal data to arrive at the training needs and use it to design the training calendar. The lacuna lies in the fact that many mangers do not take performance appraisal seriously; it is merely an annual ritual.  Some companies even decide their training programme based on training being organized to similar industries or the region they are located in .This often reduces the faith in such activity and people begin to new training lightly.  Various perceptions about training are a break from monotony, a reward for good work, an opportunity to meet colleagues form all over the country and such.  Some of the above go a long way in the question of training effectiveness being discussed and debated again and again

It is relevant to point out here that training has this one system based defect i.e. evaluating the benefits of training is always a difficult activity.  It is typical that organizations expect some benefits/returns post training and that too in the short run.  Thus as we realize; in skill-based training like PC skills , technical training skills could be acquired and implemented soon.  But in case of training in areas of attitude, behavioral skills and such the benefit are intangible and in fact, not measurable. This often prompts many senior mangers to insist that training in areas of general management are of no use. Many senior mangers are often heard saying. “ I have been managing the scene efficiently till now I don’t think I really need training”.  Yet another important factor about training evaluation which is hotly debated is the cost to benefit analysis,  While we are well aware about the various training costs, we are in no position to quantify the benefit accruing put of training.  With this question being discussed many conclude that training is a non-productive activity.

To conclude, training is not an activity for the lesser mortals or underprivileged of the organisation. One should realise that training and development activites in organisation are here to stay.  Further, trained individuals can contribute to Organisational effectiveness and productivity.  Yet, what is more Crucial is that every individual irrespective of his rank/ hierarchy in the organisation should display a positive attitude towards Training.  Thus, the writing on the wall is very clear. “No one is beyond training and therefore, get trained, develop yourself or get of the way”.

 Email- profmani@hotmail.com