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Human Resource Development

The Training Factor

by A K M Hayatullah Faruque
IT- is observed of late that an increasing emphasis is being laid on the need for human resource development. This is evident from the frequent discussions held on the subject and articles appearing in newspapers. This write-up focuses on training function, the key factor in human resource development.
By and large, training and extension of human resource development have been a neglected sector. Training arrangements started in many organisations without such planning. For a long time, training was an appendix of personnel department and was responsible for training and development when there was nothing else to do. It was staffed with people who had not been successful in other areas or with people who were more or less considered redundant. This sorry state of training and training organisations has no? changed much even today, and the same is reflected from the satirical interpretation of "NIPA" — No Immediate Post Available.
But talk to any decision maker In any organisations — they all will highlight the necessity for a better trained and more flexible workforce to keep an edge over others. They will stress upon the in creasing importance of training with time, given the increased domestic and international ’ competition, challenging market forces and accelerating change in technology. It would thus appear
that there is a general acknowledgement for the benefit of training which is an acceptance of the fact that training is an essenUal investment in the future.
However, such views leave us in a riddle, because a close examinaUon of operaUon and status of training Institutes and departments very often does not reflect these apparent views and atUtudes.
In most cases, training acUvities are seen as a peripheral function, having only a marginal influence over an organisation's over all activities. Training is not viewed as a complementary effort towards achieving over all organisational objectives. In short, training is not integrated in a way to assist an organisation to achieve its corporate objectives.
it is worth considering the factors that might explain this .conundrum. There Is a general concern about the ef feet of training. Unlike other activities of an organisation, such aa production, sales or marketing, where the results of a given effort can be di- , rectly measured and compared. the effect of training cannot be directly related to organisational performance in a short-term basis. This is perhaps one major reason for people to think that training does not merit any serious
consideration.
This is not a happy situation-. However, looking positively at the above views, we may say that the training institutes and departments will have to develop a new role with a higher level of professionalism to establish respect in the minds of the people. They should begin by identifying reasons for the low esteem of training ir» general.
There is a general belief that the training courses lack a touch of reality. These are theoretical in nature. A trainee after receiving training cannot make any worthwhile contribution to his workplace. Such simplistic views may be contested, though. Debate apart, these subtle reservations, which loom in the minds of many, should be taken into account while designing a training programme One carnet for-• get training is a job-related Function. Likewise, one cannot remain oblivious to the fact that the employee should sec some positive change in the activities and attitude of the trained personnel. Designing training programmes and course materials keeping in perspective the real need of the trainees in their workplaces and effective implementation of those may help dispel much of such negative notion.
This task may be relatively easy in case of induction training programmes. Designing such programmes from executives may prove to be more challenging. This is because the responsibilities of executives are multifarious. Training programmes for them should necessarily be one that will make them forward-looking. imaginative, adaptable to changes, and above all. that will imbibe them with a sense of belongingness with the organisation. Such programmes may also include learning sessions on specific job-related Issues. For effectiveness of such programmes. course materials shouki reflect and be compatible with an organisation s culture, work environment, structure, future vision, etc. This is felt to be lacking now. it may be a good Idea for our training tnoUtuttona to have Such information eompTM for all emerging organisations of the country for the benefit of trainers.
The man behind training — the trainer himself — could be a contributory factor to the poor image of training. Training is not simply an act of passing on Information or knowledge to trainees. Effective presentation and creation of a non-threatening and participatory environment Is needed for meaning-
ful training. This demands training skills on the part of the trainer. Save for a lucky few. most trainers do not have such training. This results in poor performance and a tarnished image of trainjng.
The success of training does not rest with the effort of the trainers of the training Institutes alone. Organisational attitude towards training is an important factor to reckon. Training should not be considered as piecemeal exercise or a minor activity. Such view, if held, will not be conducive for any meaningful long-term planping which is absolutely necessary for training. To put In the words of Saru Rangneker: "Training is essentially a long-term activity. If you start today, nothing will happen tomorrow or even In three or six months." If takes a while, before its effects are felt. This aspect of training, therefore, makes it necessary to incorporate training activities* with the long-term organisational objectives and putting them under the overall control umbrella of the organisation.
The training riddle can only be united, if the concept of symbiosis is accepted. Looking at the shape of things to come, it may be said now. this will get an acceptance. if not today, tomorrow. No one can escape the truth of the Chinese proverb which says: "If you are planning for a year, sow corn. If you are planning for a decade plant trees, and if you are planning for your next generation, develop people".