TRAINING AND CONSULTING SERVICES
The 4 Ways people respond to Learning Opportunities
While employees generally crave for corporate training programmes as they are designed for their own benefits, sometimes they may instead backfire. Thus four kinds of respondents to such training sessions have been identified. The first is the Learning Denier who has a rigid set-up of how people must function, and will go to the ends to justify the lack of importance towards training. Then there are Learning Deflectors who sees training as ideally suited to oneself and thus embraces the sessions. The third type is the Learning Discusser. This person loves discussing the possibilities of training and critiquing what all must be done to improve the situation. He/she reads up extensively on trainings believing them to be the solution towards everything. Finally there are Learning Doers. They are people who actually imbibe some of the learnings targeted at those sessions and end up implementing those ideas at practical situations. While these learner types need not be mutually exclusive, almost all of them fit in to at least one of these categories.
A better Metric for the Value of a worker Training Program
In the United States alone, several worker development programmes are run by a plethora of bodies- public, social or private. While some of these may be extremely effective and others not, there are very few reliable estimates to measure them. And this lack of knowledge is a money burner as according to business research conducted by the Georgetown University, every year around US$ 300 million gets lost due to this. A method however has been developed using the principle of “Total Cost of Ownership” (TCO). The McKinsey Social Initiative has run this system successfully in India, Kenya, USA, Spain and Mexico. This metric is called Cost Per Employed Day (CPED) which tracks the overall cost including opportunity lost per work day generated out of the programme. A programme may incur greater cost but if it places a greater percentage of its students and those placed end up sticking to the job for longer duration, then this is a more successful one than a seemingly less expensive programme.
Why using Actors in Corporate Training increases the impact for L&D Professionals
Increasingly, learning and development professionals are engaging actors in corporate training programmes due to the multiple benefits they bring. A lot of training leaders are averse to using them for fear they would induce the employee to behave in an unnatural way. However, in truth they actually bring out the best in individuals within what they naturally possess. HR managers often use terms like ‘character’, ‘role’ ‘performance’ or ‘audience’, all of which originated from the stage. Acting skills have been observed to help presentation skills including voice modulation and audience assessment essential in making pitch. Body language also gets more confident and pleasing. Actors can also be of benefit in role play sessions even initiating creative moments when they enact different parts. They have been known to bring positive effects on sales training and customer engagement. Source:http://hrnews.co.uk/using-actors-corporate-training-increases-impact-ld-professionals/
Why Organizations should Invest in Training in response to Automation
Automation is being seen globally as a threat to jobs. However, organizations must lead the charge against such thinking by ensuring that jobs will not be taken away, instead be re-engineered to suit the new needs. In fact, companies must start investing in corporate training programmes for their employees so that their skills get updated for the automation challenges. Accenture believes that job loss may be capped at only four percent and not the ten percent as feared by many global analysts. Thus the company is advocating positivity about the transformation. The work needs to be redesigned so that automation tools may be integrated within the existing work patterns. However, companies must also develop a pipeline to ensure steady supply of skilled professionals. Their talent management schemes must make sure that existing personnel are trained to take up future leadership positions to leverage automation and not fear it.