Businesses Must Go Beyond Conventional On-the-job Training To Make It Happen
September 29, 2019

There is much activism about training at most workplaces. Private and government organizations have been factoring in how best to leverage its impact. These are not just postures, but heightened awareness influenced by many factors.

The conventional approach to training is transforming. There are evolving narratives on how to strengthen the developmental aspects of training, and experts continue to devise strategies. There seems to be a unilateral conclusion that effective training guarantees productivity and stronger engagement, as well as assures financial efficiencies.

New generation training regimes are being delivered, which involve interactive workshops, games, and group participation with the support of tech aids. The ongoing transformation is helping, but still, the entire approach needs a facelift. The new phase of training is shifting its focus from business continuity and excellence to that of being a critical business empowering tool.

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This is indeed a sweet awakening as more organizations adopt it as a matter of necessity. While establishments have started realizing the benefits, according to the process highest priority, it still needs a robust corporate push.

There is a visible resistance to prioritize training on top of the business’s agenda. Forget the tokenism of renaming departments as “Learning & Development”, L&D has to be integral to a company’s core organization strategy with full engagement of its C-suite and each of its departments.

The current business climate is also not helping. About the cost factor, there is a lot of resistance. Businesses are torn between how to budget for training costs against the waning bottom line, as well as negate its treatment on its books. Should this cost be treated as an overhead or as a developmental expense?

The notion is that it is a “developmental cost” that helps businesses to reduce costs through productivity boost and related efficiencies. Nevertheless, the establishment is finding it difficult to provide for it amid falling margins. It is, therefore, time to engage sceptics to highlight the 360-degree benefit of training and bring in more believers to make training a business sustainability tool.

Managements need to adopt the L&D strategy and move away from traditional training and insipid corporate engagements. Businesses need more interactive learning tools and machine learning.

The C-suite has to embrace L&D as a mainstream need with specific calendars that are fully integrated with corporate strategy. Training must not be imparted only as a motivational boost, and its assessment must be based on the review of individual SWOT analysis and the company‘s desired goals from that employee.

The new learning approach must empower individuals and teams to transform their personal and professional goals and not just a ruse to escape the workplace.


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