The training game
While conducting training sessions, a vital question is: how much information is too much?
Today, India Inc is a part of milieu that is not only verging on rapidly making headway, but also hurls at its employees newer challenges, methodologies and work dynamics to cope with. For the fittest to survive in this advanced corporate scenario, in addition to individual dexterity and determination, one must be well-trained, so as to skillfully tackle corporate roadblocks to blend well into the changing times. Thus, training and development has come to become an imperative cog in an organisation's wheel.
"You need to know of ways to handle uncertainness, especially in a day and age where corporate India's modus operandi has modified and amplified to larger levels. Training and development programmes thereby become an inevitable necessity that every organisation must pay heed to," says Anand Chulani, leadership and laughter coach, peak performance expert and founder of the LOL method, explaining his stance on the importance of such programmes. But, when it comes to a company's valued assets - its employees, apart from aligning a new incumbent with the organisation's goals and the underlying strategies, what is the vitality and consequence of such inductions/training and development seminars? Kavita Rao, HR head, Unisys India answers, "Hiring and retaining high quality employees is a good policy, but investing in the development of their knowledge and skills will tremendously increase their productivity. The quality of the workforce and employees' educational and professional development help determine the long-term profitability of a business institution. Training is commonly considered only for new employees, but the most successful institutions realise that ongoing training for existing employees result in measurable results for the company. It is the very best investment any company can make in its employees. Companies can only succeed in the long-term if they recruit and motivate people who are able to respond to and shape the challenges of the future."
Sharing his opinion on the dire need for such programmes, Vinit Durve, president-corporate HR, Zicom Electronic Security Systems Ltd explains, "Employees already working for an organisation often need training and development programmes to refresh their knowledge and hone their functional skills, besides getting an opportunity to do collective brainstorming to identify areas for improvement, disruptive innovations and possible path-breaking initiatives for the future."
Since these training and development initiatives undertaken by organisations are of utmost significance, one cannot refute the fact that the attainment of a positive end result, is for the most part, attributed to the facilitator/coach who is training, engaging and imparting skills, are instrumental. "Apart from possessing the typical certified presentation skills, the task of facilitation needs to be adeptly divided by engaging an external trainer or facilitator who can be ably supported by an internal group of trainers.
Normally, if the organisation wants to derive inputs in terms of best practices from comparable industries, then an external facilitator with vast exposure to a wide spectrum of high-performing businesses can help in facilitating an unbiased and open-minded introspection, besides giving examples of success stories in other organisations that have successfully confronted similar challenges and emerged as winners. If the focus of the training is more on operating or functional issues specific to the internal working within the organisation, it may not be required to engage an external facilitator. People who have been excellent performers in related areas within the organisation, with the right training and communication skills, can be assigned the job of facilitating such training programmes. In that sense, induction programmes can be best managed by people internal to the organisation and reinforced with motivational inputs from members of the senior management teams. A good trainer should be able to elicit frank, fearless and open minded participation amongst the trainee participants," explains Durve.
"Sometimes during such programmes, when newer recruits are briefed about the company, certain information might not be to their approval, thereby deterring that employee or causing them to resign. In such a situation, how much information becomes too much information? "Such programmes should be tweaked in such a manner that there is a complete balance of the information delivered through a multi-modal experience.
Organisations must try not to impart surplus information, but also have a shadow system, wherein, a lot of it is imparted, while on the job," reasons Selvan D, senior VP- talent transformation, Wipro. Providing his realistic stance on the issue, Chulani says, "Today, there isn't a dearth of job opportunities or career alternatives. People want to be a part of something that is real, thus organisations must avoid veiling information, instead even a risky revelation, if followed with a resolute vision to improve and grow can avoid a brash exit."
"Providing too much information too soon will overwhelm the employees by bombarding them with a deluge of information on the first day. There is a risk of creating unreasonable expectations by being more interesting and exciting than the job itself.
Getting the induction process right sets the tone for the remainder of the employment experience. This is a critical phase in the employment process. Induction programmes should be implemented in a structured manner and applied uniformly across the organisation," expresses Rao.
Summarising the above in a nutshell, Selvan D says, "These programmes definitely help in the long run. They not only embed the spirit of the organisation in the employees but such training initiatives define the DNA of the organisation in the long-run and are a great culture building avenue." - Lynn Lobo
