Comments on: The Development Dilemma http://abhijitbhaduri.com/2008/07/the-development-dilemma/ The author of 'Mediocre But Arrogant' & 'Married But Available' Fri, 03 Feb 2012 10:53:12 +0000 hourly 1 http://wordpress.org/?v=3.0.3 By: Mustafa http://abhijitbhaduri.com/2008/07/the-development-dilemma/comment-page-1/#comment-704 Mustafa Fri, 18 Jul 2008 06:00:55 +0000 http://abhijitbhaduri.com/?p=302#comment-704 developing people is something all companies have to do consciously - whether it is a start up or a mature one. smaller companies have the advantage of having many new environments to face and jobs being relatively un-boundaried. larger (used in conjunction with more mature) companies have the downside of shrinking jobs to create focus and repeatability; while this improves efficiency and stability it leads to boredom for many young professionals. Younger companies thus do not have difficulties with people 'learning and growing', since as mentioned in the article jobs themselves 'teach'. Older companies on the other hand have to grapple with all the difficulties of stability - they thus need to have structured programs for management development etc. wiser companies have followed the 70-20-10 thumbrule; most have not - they continue to follow the old 'training calendar' model. a great way of learning and development in older companies is to craft roles that are not too small, and have all members of the organisation have some exposure to ambiguity and uncertainty. in the past couple of decades, young companies have reached 'middle age' around the 10 year mark. this is difficult because none of the older remedies work now. In the last decade, all companies are turned on by the tremendous opportunity available in India at this time of growth and globalisation. rules for learning and development have changed substantially. many orgns have renamed their departments 'learning depts' rather than 'training depts', because they recognise that training is just one of the tools for creating learning. it is terrible to see orgns even today having a KRA of '5 days of training or each employee' set for the 'Training Head'. the way forward is to have learning as a joint endeavour between the individual and the orgn. some of it would be 'must do/learn' and some of it would be as per individual choice. we need to use many tools - reading, projects, assignments, training, seminars, exposure trips, shadowing, coaching, boss-as-the-coach etc. lets see how orgns respond. developing people is something all companies have to do consciously – whether it is a start up or a mature one. smaller companies have the advantage of having many new environments to face and jobs being relatively un-boundaried. larger (used in conjunction with more mature) companies have the downside of shrinking jobs to create focus and repeatability; while this improves efficiency and stability it leads to boredom for many young professionals. Younger companies thus do not have difficulties with people ‘learning and growing’, since as mentioned in the article jobs themselves ‘teach’. Older companies on the other hand have to grapple with all the difficulties of stability – they thus need to have structured programs for management development etc. wiser companies have followed the 70-20-10 thumbrule; most have not – they continue to follow the old ‘training calendar’ model. a great way of learning and development in older companies is to craft roles that are not too small, and have all members of the organisation have some exposure to ambiguity and uncertainty.

in the past couple of decades, young companies have reached ‘middle age’ around the 10 year mark. this is difficult because none of the older remedies work now.

In the last decade, all companies are turned on by the tremendous opportunity available in India at this time of growth and globalisation. rules for learning and development have changed substantially. many orgns have renamed their departments ‘learning depts’ rather than ‘training depts’, because they recognise that training is just one of the tools for creating learning. it is terrible to see orgns even today having a KRA of ’5 days of training or each employee’ set for the ‘Training Head’.

the way forward is to have learning as a joint endeavour between the individual and the orgn. some of it would be ‘must do/learn’ and some of it would be as per individual choice. we need to use many tools – reading, projects, assignments, training, seminars, exposure trips, shadowing, coaching, boss-as-the-coach etc.

lets see how orgns respond.

]]> By: Saikat Saha http://abhijitbhaduri.com/2008/07/the-development-dilemma/comment-page-1/#comment-703 Saikat Saha Wed, 16 Jul 2008 12:56:27 +0000 http://abhijitbhaduri.com/?p=302#comment-703 In my opinion; we must analyse and observe whether the investment in terms of money, time and energy matched the desired level of prediction which eventually materialised....That investment has to match the desired level of prediction in the best possible way.... However ; I feel that the investment [in the above context] should increase every year if we take into account that 'past doesnot equal future'....In order to make that equation work on a brighter way a better investment is always desired..... Smart investment in learning and development is the future of HR.... I would also address another related issue here: What if the employee procures the most progressive learning in the existing company and utilizes the learning in a company which gives a more lucrative offer to him??????????? How can the learning and development team of a company be stopped from being a mere training shop[in the above context!!!]????????????? -Saikat Saha An aspiring HR proffesional http://www.ideatezone.blogspot.com/ In my opinion; we must analyse and observe whether the investment in terms of money, time and energy matched the desired level of prediction which eventually materialised….That investment has to match the desired level of prediction in the best possible way….

However ; I feel that the investment [in the above context] should increase every year if we take into account that ‘past doesnot equal future’….In order to make that equation work on a brighter way a better investment is always desired…..

Smart investment in learning and development is the future of HR….

I would also address another related issue here:

What if the employee procures the most progressive learning in the existing company and utilizes the learning in a company which gives a more lucrative offer to him???????????

How can the learning and development team of a company be stopped from being a mere training shop[in the above context!!!]?????????????

-Saikat Saha
An aspiring HR proffesional
http://www.ideatezone.blogspot.com/

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