Isn't recession ideal for training?- "You must be joking"
Ben Manickam
Have you considered the recession to be conducive for staff training?
Would your answer be analogous to the title of this article which aptly
describes the common response one hears when organizations consider
training and development programs in the current context. Understandably
so, since training budgets are amongst the first to be axed to help
organizations survive the recession. This is true in both the for-profit
and non-profit sectors.
Visionary organizations follow a radically different approach to
training during lean times. Rather than respond with the customary
strategy of downsizing, cutting back on training etc.... consequently
burying the organization deeper in the pack with the rest in the
industry, visionary organizations understand the benefits of a
recession.
They take extraordinary measures to emphasize streamlined training
more than at other times. Some may view this as imprudent, but these
organizations think differently. Unconventional they may be, but such
decisions to invest in training are based on courageous, visionary
thinking to prepare the team to be ahead when the economy rebounds.
While such visionary organizations agree that cost cutting during
recession is important, they also acknowledge that to really keep
company costs down, you need employees performing at their peak - and
that means more streamlined training.
They also know that cutting back on staff training has no coherent
justification to business survival. Neither do the benefits of cost
cutting equate to the impacts of a trained staff. On the contrary, these
organizations place a renewed emphasis on training during recession for
the following reasons:
(1) Beyond assets - a decision to invest in training during lean
times rather than layoff staff is indicative that an organization views
people not as mere assets who are used during good times and disposed
during bad times, but as essential elements of the organizational
fabric. A message that members of the team are valuable and will be
treated with dignity and respect is communicated across the
organization. Such affirming actions no doubt contribute towards
superior performance.
(2) Leapfrog the competition - when these turbulent phases of
business cease and the economy brightens, due to the emphasis on
training such organizations are well prepared to lead with competent
team members, better equipped to make the competition irrelevant. Chan
Kim and Mauborgne (2005) who authored Blue Ocean Strategy refer to
making the competition irrelevant through a value-innovation
combination.
Their thesis stipulates a strategy that refuses to be drawn into
conventional competition. Rather than compete they suggest creating a
leap in value for customers through the Value- Innovation combination.
An undeniable characteristic of recession is when team schedules are not
as busy as before - ideally this is then a reason to invest in
concentrated training to develop this value-innovation mix.
An organization that does not train, especially during lean times,
faces the risk of leaving its best staff stagnant and irrelevant for the
future.
(3) Important over the urgent - Stephen Covey's Seven Habits is a
much quoted book in leadership circles. Covey explains that successful
individuals operate in the "important but not urgent" quadrant.
In boom times, due to the hectic pace of business, the team is often
running from important matters to urgent meetings with little time to
concentrate on issues pertinent for business growth and aspects of
training. Often during boom times, staff while physically present at an
important training program, are preoccupied with some urgent matter that
requires attention.
Thus knowledge transfer is abruptly slackened. On the other hand,
lean economic times - with business down and the accompanying slow pace
- provide that ideal opportunity to concentrate on what is "important
but not urgent".
This is the best time for the team to identify, focus and develop
strategies that fit this quadrant. Important matters that are not urgent
determine the organizations destiny and require more time, more
initiative, proactive thinking, and concentration.
(4) Motivation - A motivated, well knit team delivers superior
performance. Times of recession tend to have a negative effect on team
motivation. During lean times employees experience boredom, insecurity,
lack of direction and are anxious about their futures. Morale tends to
sag and they start exploring other opportunities.
Progressive organizations use lean times to reinforce team values,
long term focus and a culture of interdependency through a range of
training activities and team building exercises. Senior managers can
play a significant role as internal experts by sharing their knowledge
and experiences to motivate the team.
(5) Hope - leadership literature abounds with the understanding that
the leader is a purveyor of hope. As Jim Collins points out in his
recently released work How the mighty fall and why some never give up
(2009), when hope is abandoned then the organization should begin
preparing for the end. Visionary organizations communicate hope right
across the organization, by bringing and building the teams together and
energizing them to focus on the future through appropriate training.
The common excuse given is that training is expensive and therefore
cannot be justified during difficult economic times. This approach would
be shortsighted, because the need for talent has never been greater.
According to a survey conducted by the Conference Board (USA), talent
is one of the top priorities amongst CEOs around the world. Visionary
organizations have understood this reality hence see the benefits of
training far exceed the costs, more so on the long run. When the economy
brightens, staff is better equipped, more proficient to deliver superior
service thereby enabling the organization to be ahead.
Several organizations do in-house training using their own, senior
managers. Others use professional trainers. Organizations however need
to be wary of several low cost, high entertainment programs offered
under the label of training, as these may not deliver desired results or
in the words of a senior trainer, will lack "Monday morning relevance (MMR)".
The HR department needs to review trainings in light of individual and
organizational productivity and effectiveness.
The frameworks developed by Donald Kirkpatrick (reaction, learning,
job behaviour and results) and Philips (reaction and planned action,
learning, applied learning on the job, business results, return on
investment) are helpful guides when discussing the objectives of the
training program with the trainers. Unfortunately, training surveys
indicate that many training programs do not proceed beyond the second
level.
Good trainers retained by the organization will ensure change at the
fourth and fifth level - business results for the organization.
Ben Manickam is the Director of the Center for Graduate Studies and
serves as lecturer on the MBA and MSc (Organizational Development)
programs of the University of Peradeniya. |