KB 16 People Development

KNOWLEDGE BEANS - 16 a huma n r e s ou r c e news l e t t e r

ANewPerspectiveonEmployeeDevelopment

For development to be of consequence, a thorough diagnosis is required before finding solutions.

I have seen organizations designing their development framework purely based on training.You look at any training calendar and you will find the same workshops for all employees – communication skills, time management, stress management, team building, business etiquettes, etc.Whenever I meet training vendors they give me a list of training workshops that they deliver. When you probe further you find that the contents are the same irrespective of the companies they have catered to. Studies have shown that the best development happens on the job. New job assignments, projects and day to day challenges bring out the best in people; the learning is more experiential and long term. Training and education are nevertheless required to acquire new skills and keep abreast with the latest developments in our field of expertise. The other important aspect of development is to do with research and networking, which most people fail to capitalize on. Some people view networking in a negative light and some look at it purely from an informal viewpoint. Being associated with professional organizations and contributing in various forums has immense learning opportunities. In order to churn agile leaders, companies should focus on a coaching based approach to hone the skills people possess. Ask yourself,“What is my current challenge and how can it be met?” Refrain from having a training mindset when you attempt to find an answer to this, as training might not always be the solution. “If you have a hammer in your hand everything looks like a nail.”

Turn the pyramid upside down and the development will be for all to see

On-the-job assignments: projects; lead cross-functional task groups

People’s Perceptions towards Development

10 %

Research; networking; professional associations

20 %

Education;Training

70 %

On-the-job assignments: projects; lead cross-functional task groups

70 %

20 %

Education;Training

10 %

Research; networking; professional associations

Real Development

Dr. Deepali Raheja is currently the Learning Facilitator for the Department of HR at Indira Institute of Management; Pune. She has in all 10 years of experience in teaching and research and has been recently awarded her PhD on the topic “Intrapreneuring – A tool for Motivation” from University of Pune. Intrapreneuring–AChangeAgent Dr. Deepali Raheja

vital requisite

It is in our day to day activity and in management terms an“old wine”. Just as the state of the 'unconscious incompetence', needs to be developed into 'unconscious competence' to provide a basis for learning and developing , so does a person's subjective emotion needs to be developed into objectivity before beginning to help them handle change. Tomorrow’s organizations will require employees who have great talents, and are passionate about their work. The businesses and the clients would require problem solvers; people who thrive in a learning environment, drive to deliver, believe in the synergy of teams and are creative. Many of us are vulnerable to subjectivity, ignorance or denial. The lessons and reminders that we have read in the stories and analogies as children can help us draw a new perspective for change, for example the story of “The Crow and The Pitcher” (change being provoked by pressure or necessity) or “The Oak and The Reeds” (the need for tolerance - change or 'changes').

Aesop's Fables have simple analogies which are useful for illustrating aspects of causing or dealing with change, in the real life. As such, classic literature can be useful to strategists - change agents as a part of the "transforming toolbox." The in - house entrepreneurs who are flexible in thoughts, open to new and great ideas, will be the key to success in our culture of change. They are none other than the intrapreneurs who are the change agents.

For future organizations, the biggest transformation required is the ‘Delegation of Authority’ by top management where

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