Reply to bio question from:
> Julie A Johnson
> Technical Recruiter
> The Kemtah Group, Inc.
> (916) 774-7101
I've been working in this area for some years now and my experience has
been that the main reason/s why such programs aren't working are:
a. the desired activities are not always identified as being either
training (something one needs to know/do for the current job), education
(something that is important to put current or future work into
environmental/political/community perspective), development (something
that is for future work/jobs/positions/needs), or self-development
(something that is nice to have but is either all or none of the above).
As such, prioritisation and emphasis are sometimes out of balance - or
not given any balance at all.
b. the desired outcomes of these activities aren't always aimed
directly at organisational needs in terms of short/medium/long term
goals and objectives.
c. the content of such programs are generally aimed at what the
individual needs, and not what his/her position within the organisation
needs. All organisational functions are put in place to achieve the
goals of the organisation. If an individual doesn't have the skills and
knowledge to fill these functions then we have a training need. Too many
programs are centred on what the individual would like to do (or what
someone else has decided he/she would like to do) and not on what the
function he/she holds demands that he/she be capable of doing.
d. very few programs are centred on competencies that link into all
other HR aspects of an organisation. Remember the old model of three
elements to work - technical, conceptual and human? Well, quite often we
aim such programs at the technical and conceptual but forget the human.
By this I mean the needs of training, education and development
activities to keep people up to date and on top of technology and modern
trends (including what the customers are doing), the needs of
recruitment (including internal recruitment and promotions) and
succession planning, obviously the needs of the organisation (by way of
goals and objectives, keeping up with customers and suppliers, keeping
ahead of workplace and enterprise bargaining and union requirements,
goal setting etc.), and the needs of whatever performance appraisal
system is put in place to monitor the level/degree of skills and
knowledge AND whether or not such skills and knowledge are being
implemented in such a way as to keep the organisation moving forward.
e. too many of these programs focus on only technical or conceptual
skills and knowledge (see above) and not on the true meaning of
workplace effectiveness or competency which puts the spotlight clearly
on the human side - including working with people, performing the job in
a particular environment or community setting, leadership and staff
management, developing and managing plans. Too often the core of the
program tries to takes technical skills (planning, organising, coaching
etc.) and turn them into something that fits every person's needs. Two
points are often forgotten: (1) Technical skills are technical skills,
and people skills are people skills. The two complement, border on,
overlap, integrate etc each other, but neither can take the place of the
other, and (2) People are hired for their skills and knowledge and are
fired for their behaviour. The only solution is to provide them the
skills and knowledge to increase their behavioural effectiveness while
at the same time ensuring that their skills and knowledge are either
maintained (if they are already at the right level), or are stretched to
keep one step ahead of the opposition. How do we identify these? By
analysing and identifying those activities important to the function as
it fits within the organisational needs - in other words, a Functional
Analysis to determine the skills/competency standards required of that
function. If the function holder has all of these competencies then we
can sit back and watch the world ignite. BUT, if the standards are
analysed and written correctly then the standards will always be capable
of stretching the function holder, no matter how smart or educated
he/she is, and in doing so stretch the organisation as well.
Just a few thoughts. If you want any further details please give me a
call on:
robnphil@ozemail.com.au and I'll be happy to respond.
Regards
PHIL RUTHERFORD
>
> P.S. I don't have the analysis completely finished yet on my thesis,
> but the results for management training and development effectiveness do
> not look very positive. I have some theories as to why --> but I would
> also like to hear some professional points of view!