Exploring organisational training
Visionary companies are characterized by a strong emphasis on
streamlined training for optimal staff performance. But should these
training programs be outsourced or handled internally? Or should it be a
mix of both?
These are questions that heads of HR departments grapple with. These
are both important and difficult questions. Important - because it has
to do with the organisations vital asset its people. Difficult because
both options present distinct advantages and disadvantages. Certain
initial questions must be considered when exploring organisational
training. Is the organisation at ground level zero? Have training needs
been assessed comprehensively? How many staff members need training? Do
in-house materials exist that can be reproduced? Will class room
training (C-learning) prove to be the best channel of delivery? Or
should it include internet - and intranet-based training? Another aspect
that needs to be considered is the time required to design, revise and
produce effective training programs from zero.
If management is pressed for time and external consultants can meet
your needs, it will, of course save time to retain their services rather
than reinventing the wheel. On the other hand, customised outsourced
products can increase the organisations time commitment considerably.
For instance, consultants can often do the 'couture' for you, but
they face the challenge of acquiring extensive company and employee
job-role knowledge...this adds more time. The brighter side of course is
that working with an expert who specializes in designing quality
improvement curricula, with considerable experience, knowledge and
previous project experience. means minimizing organisational time
investment. How many? If the number of staff to be trained is small it
would serve the organisation best to make use of carefully screened
public workshops. When considering a large number with a continuous
learning plan it may be more cost effective to develop the organizations
own in-house program with consultant-led guidance and train-the-trainer
programs. On the other hand, top Management would often require
outsider-credibility or when a large group of senior executives need to
be trained promptly, an outsourced program may work best.
Other factors
Apart from time and quantity the following factors need to be
considered when making the decision to make or buy:
(1) Credentials and credibility the trainer's expertise, professional
involvement, bona fides, real life experience in industry, reference
from clients and confidentiality of issues discussed at training
sessions.
(2) Training philosophy ethical standards and core values maintained
by trainer? Any misalignment between organizational mission and vision?
Will sensitive information/documents of the organization be treated in
confidence? Is the trainer committed to seeing long term change? Is
staff treated with dignity and respect during sessions?
(3) Delivery method techniques and methodology used? Is there an
emphasis on learning as opposed to teaching? Several researchers
including Malcolm Knowles have noted that many principles of learning
are based on Pedagogy (how children learn) and not on Andragogy (how
adults learn). Adults learn differently and professional trainers need
to bear this in mind when developing training programs. The works of
Professor Howard Gardner of Harvard University on Multiple Intelligences
(MI) and David Kolb on the diverse ways adults learn needs to be woven
into the training program. Content - Is it relevant and up to date? Is
staff being exposed to the latest trends and futuristic issues in the
industry?
Are the cognitive, affective and behavioral dimensions of learning (Desimone,
2002) covered?
(5) Results - How will results of the training be measured? Training
programs need to go beyond the feel good state. How are they tied in
with ROI, productivity and performance? How frequently will evaluations
be conducted?
(6) Support are the trainers available for help with implementation,
follow up, continuous advice. In short, is there a long term commitment
to the well-being of the organization? Advantages of external trainers
Staff has the opportunity to receive from the best/experts in the field
of training. Value addition to the organization through new
perspectives, the trainers unmatched experiences. Borrowing from the
popular Asian advertisement, organisations may know where they are
headed, but trainers can help them see what's around the corner External
trainers have the edge in getting staff to engage in Kaleidoscope
thinking the approach made famous by Rosabeth Moss Kanter of Harvard
Business School.
They can play the role of the outsider who can help change the
existing paradigm. As Joel Barker (2002) points out, due to operational
naiveté these outsiders do not know what cannot be done and therefore
are not limited in their ideas.
Detecting blind spots archaic and irrelevant policies and procedures
that are assumed as right by the organisation, are bound to catch the
attention of an outside trainer. A learning organization that never
tires of asking how can we do it better? will find this aspect valuable
in outside trainers. Outside trainers are in a better position to ask
the why do we do it this way question. Advantage of In-house trainers
Reduced costs Excellent understanding organisational history, culture,
politics etc.
Safety of sensitive information
Freedom to discuss issues with peers - transparency Greater
flexibility when scheduling training programs.
Developing training capacity of staff While there are advantages and
disadvantages in the make or buy decision, the execution can only be
made after careful consideration of costs and benefits. The process for
reaching the best decision is similar to performing a product risk
analysis - where the options, risks, and costs are weighed as
objectively as possible.
However the importance of training staff cannot be over-emphasized
and the organizations need to be constantly looking for creative ways
and means to sharpen/empower their most important asset. Ben Manickam is
a Chartered Manager and serves as Director of the Center for Graduate
Studies while lecturing on the MBA and MSc (Organizational Development)
programs of the University of Peradeniya. He can be contacted on
[email protected] |