Organizations by nature are a heterogeneous mix of employees. They are a set of people with different potential and capabilities collectively trying to achieve an agreed objective. These set of people normally tend to represent the maligned Bell curve. The spread of differential potential, interest, passion and efforts determines overall effectiveness and efficiency within the organization.
To maximize the results, the organisations need to train its employees not only to enhance their potential but also to decrease the variation. Unfortunately, in the current processes, only select high performers get better trained for future assignments and growth.
This is a classic case, where in spite of the intent being good, the results and efforts are debatable. Moreover, such intent rarely gets translated into planned initiatives.
If we ask senior management, we are bound to get a selective discourse on how important training is. However, even with such an intent and availability of budget organizations fail to provide a minimum level of training desperately required to upgrade or to keep employees updated and future proofed.
The reasons are not difficult to understand. Some common reasons are
- Lack of competency gap analysis
- Lack of qualified experienced trainer’s.
- Lack of training policy.
- Lack of success matrices’.
- organisational inability to synchronize calendars of trainees.
- Training results are seen as short-term Training.
- Training is not seen as an investment.
- Training disrupts work schedule.
- The offsite model requires heavy investment.
- Trainees see training as a paid holiday.
- Lack of training follow up.
Surprisingly. This is not the story of just the small enterprises, big organizations and multi-nationals also suffer from this disease. Be it, the branch office or the head office the reasons do not really change.
While I was Vice-president at Dainik Bhaskar Group, I had instituted a simple process of training my team. These Monday training sessions were short allowing for flexibility of content and timelines. The sessions used activities, discussion and banked upon ‘learning by doing’. The team loved it, and the results were apparent in the engagement measurements.
There was another opportunity that made me realize the importance of continuous training. I trained Another ‘Divya Marathi’ teams based at Nashik & Aurangabad one-day a month for 10 months in a row.
Both these experiences made me reexamine the processes. There was no analytics required to show that a frequent training was far more effective than the abused 2-3-day offsite trainings being favoured by the organisations.
Nevertheless, if this was the favoured process, then there must be some things triggering it. It prompted me to deep dive into constraints, barriers and short comings of corporate training. Additionally, I observed classrooms, tutors, coaches and the preparatory schools.
I realised that the success in such cases was due to a habit inducing learning by high frequency and scheduled training. Further, it was supplemented with preview, assignments, reviews and tests. Students are aware that learning matters, and it will add to their future life. There is a certain degree of internal competitiveness. And this is lacking in organizational training programmes.
I believe SPECIFIED HIGH-INTENSITY FREQUENT TRAINING (SHIFT) is the hidden success formula for effective training and knowledge transfer.
Here is how ‘SHIFT’ work in an organizational level.
- Training NEEDS are identified in discussion with stakeholders.
- Training DESIGN is created for a fixed period.
- FREQUENT weekly, held weekly, fortnightly or once a month.
- Sessions are held within the office area or nearby place.
- There are no major logistics and infrastructure requirements.
- The sessions are of not more than 3-4 hours.
- It does not disrupt normal work routing.
- Classes address specific and simplified topics WITHOUT OVERLOADING trainee.
- Trainees are ENCOURAGED to experiment and implement learning’s.
- Learning’s are shared in the next session or everyone’s benefit.
- Trainer is available for any future interaction and discussion.
- It uses pre-sessions reading material, in-session interaction and assignments to enhance engagement.
- Trainees get collective and individual feedback.
- Management stakeholders are provided summary reports.
SHIFT allows for the faculty- delegate chemistry to build-up resulting in speeding up knowledge sharing and transfer. The trainer responsibility and is not limited to delivering the session; he is available for future discussion and guidance.
Intradia World focusses on ‘SHIFT’ process to provide training / learning. These sessions are by Sanjeev Kotnala a corporate with over 28 years of experience, an NLP practitioner and certified coach.
Intradia World provides training in SHIFT module in following areas.
- Creative thinking.
- Public Speaking.
- Feedback processes.
- Effective Listening.
- Time management.
- Inclusive discussion’s & decision making.
- Brain Storming.
- Brain Swarming.
- Body Language.
- Team Building.
- Event planning & management.
- Life Balance.
- Life destination.
- Spiritual coaching.
Intradia world also conducts specialized 2-day WORKSHOP in
- IDEAharvest – Creative thinking.
- for no waiting for Innovation.
- LIBERATE – Inclusive decision making.
- The 48-HOUR DAY – Time management
- CODE-i – autobiographical learning
SHIFT has a set of associated external faculty for
- Image Management.
- Research technique.
- Negotiation skills
Intradia World works with you to develop training and engage relevant associate faculty for training needs not covered in the above list.
Connect at firstname.lastname@example.org or call +91 98197238963 @fireurambition