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Most of the learning organisations today have some method of facilitating learning at work. Most of them also face a two pronged challenge. Employees do not volunteer for these programs since they do not see value flowing from them. Learning Facilitating Managers see this as primarily a number crunching exercise where they have to chase people into their training rooms and herd them together to make up for numbers. We may be dealing with inappropriate metrics and undue emphasis on them.
As a solution, I am presenting a generic model for managerial competency development that I created while working with IT companies. It is a good indicator and road map for preparing organisational development plan. It clearly establishes a learning road-map for individual employees. Clarity on this can remove ambiguity and thus build confidence amongst them. This is the first thing it helps achieve from an employee’s perspective.
Second, if you look at it carefully, it addresses generic competency requirements at different level of organization. Each one of these modules could have specific assessment built around them. Normally challenge with organization-driven learning interventions is that people may not have confidence in them, since the HR and their Manager count number of hours to fulfil a requirement. Actual competency development suffers in the process. Individual competent based assessment makes it easier to establish benefit accrued and it also helps the learning facilitator to focus on a couple of key items only.
Each phase training builds on the learning acquired in the previous phase and therefore is very structured in approach. A structured approach to learning in easier to manage and monitor. It will make the job of managers facilitating learning also more meaningful, since they know what they must achieve at the end of the day and how they must assess.
A simple tool that achieves both – attracting employees to learning rooms and engaging learning managers in pursuing right metrics.