Valuable article from Trainer Jayadeva de Silva produced by Humantalents International

1. How to get the best
results from training
By
Jayadeva de Silva
M.Sc, MBIM, FIPM, FITD
One can at times compare the Training function with the Mouth. The mouth
takes in the food. But as we all know, we require the hands, to fetch the food.
We require the stomach, to digest the food.
In the same way, wasting too much time in just making calendars and
organizing training programs in fancy hotels is much akin to trying to eat
without making use of the hands. Feeling great at the number of programs
organized is similar to a person feeling proud about the number of times he has
moved his jaws. Food needs to be fetched first and digested too.
The lack of a systematic approach to HRD function is a serious issue.
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2. It is partially due to this deficiency that many organization s have curtailed
expenditure at a time when they need it most citing global recession etc as the
reason for such cuts.
Here are some practical suggestions HR professional can put to use:
1 HR/HRD executives should actually spend time being with people
HR/HRD executives should actually spend time being with people who are
seeking the training. Live their life along with them. This is one of the most
effective pre training tools. Spend maximum time in talking to people and
getting a feel about what is really happening in the organization. This is where
an external person can possibly help you. People want to talk and just want to
get a hearing. You will be surprised at the effectiveness of this whole process.
Provide this facility to all concerned (, General Managers, Line Managers,
Executives, Workmen). - We are doing something similar for one of our clients
these days and this is giving us great results in terms of knowing the true
situations and also in bringing people closer.
This has to be a strategic initiative, and not just something aimless. In one
company, HRD executive actually stayed in the manufacturing plant for
several days wearing their uniform and being like an operator. He partook
meals in their canteens and was with them on the shifts. This gave him rare
insight which allowed him to recommend solutions which had never been tried
before .Pre Training activities should be year long on going exercise and is best
conducted in the canteens and company buses etc. Here people are in their
most relaxed mood. Wisdom gained over a period of time through this type of
interaction becomes the basis for better topic identification.
2 Redefine your function from 'Human Resources Development' to
‘Developing Human Resources’ or Developing Talent
Emphasis on the Verb form gives better clarity of purpose to oneself. Most
times we restrict ourselves to being HR professionals and hence leave the
DEVELOPMENT part to be assumed. Out of sight means out of mind. If you
know that you are in a Developing function, you will keep developing people.
Did you notice all the government ministries too have been renamed to
emphasize the development aspect? It is, however, important to note that
changing names of departments or designations of executives would not help if
the leadership of the organization is not appreciating the value of employees,
treat “Human Resource” as a big cost item. and the business , merely a
glorified “ sweat shop”
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3. 3: Focus on 'Learning' rather than ‘Training’?
Learning happens all the time and is driven internally. Training requires
external inputs and has to be planned. Learning requires you to build a positive
and engaging work
environment whereas Training requires a separate platform/environment to be
created. Learning can be gradual and over longer duration whereas Training
has to be capsuled.
4: Focus on “Sharing” rather than “Knowledge Imparting “as the main
methodology
of bringing about Learning: In the internet age, knowledge and experience is
not longer the main edge for any trainer. People have knowledge and also
have access to search engines such as Google. What gives a trainer his edge is
his facilitation skills. How well can he create an environment which will allow
people to
open up and expose their thoughts for examination? Ensure that your people
do just this. Anything else will make people sleep and you unpopular.
5: Set up Open Forums
Set up Open Forums where people can just come and talk freely. Have
someone motivate every single participant. You will get great support from
people when you allow them to speak up. Have someone who just keeps
probing and facilitating thought processes.
6: Demand more from your trainers:
Insist that they meet the Line Managers and Participants before and after the
program. Insist on a Pre Training Test and a Post Training Test. Insist that the
trainer give his telephone number and email ID to participants for Post
Training Clarifications. It is extremely important that you select people who are
professionally qualified as Trainers. There had been several cases with people
cheating client companies with bogus MBAs and other fake credentials It is
your duty to screen such people out and safeguard the interests of your
organization. Many people who have no knowledge or experience in business
or training have started training companies and canvass business for their
seminars. This has been possible because there is no monitoring mechanism to
control the training business of our country
7 Dealing with and Involvement of Line Managers
Don’t take vague and unclear directives from Line Managers when they
mention their requirements. Insist that they specifically quantify the
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4. deliverables. Probe them and question them (You can get someone from
outside to do this as well.) it will save you from lot of headache later on. For
example: Communication Skills is the most vague and ambiguous skill and
almost everyone uses it to mean everything on earth. In our country English
Language Skills is a greater problem and this is what prevents people from
communicating specially in the private sector. Hence most Line Managers
refer to this as Communication Skills. This puts HR on the hunt for
Communication Skills training, which rarely serves the purpose.
8: Think Business and not Function:
Don’t limit your thinking just to your function. You have to plan the entire
business model and the problems the business is facing. You should know
everything about your competition, market size, and market penetration
strategies being adopted by competition.
Think like the owner of your organization and not like the watchman.
Whatever your position in the hierarchy, you will only rise if your thought
processes match those of that people at the top.
9: Constantly Innovate:
Keep pushing for improvement in processes and functions. Don’t be satisfied
with what you have achieved. Don’t allow others around you to become
complacent. Don’t feel depressed when some ideas don’t work. Keep pushing
for radical things and start on them. Start small and then scale it up.
10: Technology is not always God:
Power Points Presentations are out. They only ensure lesser interactions
between the group and also induce people to sleep post lunch. Rather tell
trainers to do programs without PowerPoints. Get them to talk/show less and
make others talk/show more. A 40:60 ratio is a good one. Make this your
standard measurement for any training feedback measurement.
11: Sit in training programs yourself
Get more involved: Most HR professionals only believe in organize programs
and then return to office. Ensure that you sit everyday for at least one session.
This sends very
positive messages to the trainer and the participants. You get a feel of what is
happening. Give your feedback as well. Don’t get awed by the name and
reputation of the trainer. It’s your neck at stake
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5. 12: Design non-standard and topic specific feedback formats.
Competent trainers usually develop formats which are very topic specific. Ask
people to talk about boredom and about excitement. Ask people which topic
would they go home and teach their children. Find out the topics and learning’s
which people don’t not want to
implement.
13: Personally speak to people
Write emails to them asking for their feedback 15-30 days after the program.
Talk to their bosses. Tell them to probe their people and find out what changes
they are seeing in their people. Find out how the bosses are planning to
monitor the learnings and the practice of the same.
14: Get the participants make a presentation to the Business Head
Get the participants make a presentation to the Business Head about how
they plan to implement their learnings in the next 60 days. They have to
show a savings/ revenue generation about 10 times the Training Cost. This
should be monitored on a weekly basis.
15: Include LEARNING INITIATIVES
Include learning initiatives in your Key Result Areas (KRA) of work as a HR
practitioner rather than TRAINING PROGRAMS CONDUCTED
*Jayadeva de Silva who authored the trend setting book” Human Talents
Management”. is a Master trainer .He was the Group Human Resources
Development manger of blue chip conglomerate Hayleys. He also worked as
Group Director H R of the Browns Group of Companies. He uses a
combination of expert input, practice, and small group sessions, offering the
best opportunities for skills transfer into the work/marketplace. Learning tools
include case studies, role modeling, practical exercises, humor, kinesthetic
exercises, super learning inducement / stress release exercises, music, and video
clips. For maximum learning impact and retention, he uses inter- alia,
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6. techniques from several adult learning processes such as Neuro-Linguistic
Programming, Blended learning and David Copperrider’s Appreciative Inquiry
Method (AI). Jayadeva offers post-training follow-up in the form of an ezine
called humantalents,” emailed to participants in digest form. “Humantalents” is
a continuing training and education tool for PMEE’s -- Professionals,
Managers, Executives, and Entrepreneurs. Each issue features articles on
personal and business development, useful Internet links to other articles of
interest to PMEE’s, humor and inspirational quotations.
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Cover page of the pioneering book
”Human Talents Management
Authored by Jayadeva de Silva
• Mr Jayadeva de Silva can be contacted as follows:
E Mail djayadeva@gmail.com
Tel : 077 72 72 295
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