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HR between the hammer and the anvil!
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Mr.Human (H) Mr. Resource (R)People,Job,Motives,Culture,Personality development,Career,Knowledge,Skills,Values,Beliefs,Relations
BusinessStrategyTacticsOperationsProcessesProceduresToolsMeasuresCostsProfitPlansResults
?
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Mr. Human: Training is dedicated to
improve staffs qualification
and motivation to gain
competitive advantage!
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Mr. Resource: Training - is a waste of !
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H.: Mission accomplished - training is organised with the leaders
blessings.
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R.:But the
executives most of the time are
absent in subordinates
training!
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H.: In order that leaders would be satisfied, usually all
departments training needs are granted.
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R.: Does everyone
need training?
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H.:Yes, because if
they do not receive training they will justify their
failures in lack of
training.
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R.: How to synchronise the applicability of
training between
departments?
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H.: In any case: training - a straight path to financial performance enhancing!
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R.: No training - a straight path to increase in cost!
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H.: Ok. But how to measure benefits of training?
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H: For example - how much and what kind. . . how many hours. . . After all the more, the better!
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R.: How much is spent. . . The number of days they did not work. . . The less the more cost-effective!
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H.: However it is helpful and valuable and necessary for the staff!
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R.: Training is torture, it is boring, it does not apply, bad food, tough beds, its a pain in head....
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H.: But it is believed that the training will improve the department activities, because the training is organised by the wishes of the leaders!
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R: How? After all, heads of departments often do not know what they need, to improve the
performance. . .
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H.: It doesn't matter our financial results will improve in the future, because we are investing in to our staff!
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R.: However, organised training to different departments needs,
might represent conflicting methods
to each other, and will not deliver the
financial benefits
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H.: Listen Colleague,
why among us such a LARGE difference of
opinion?
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R.:So Colleague, how do we choose and organise trainings?
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H: We find the training
providers, who says: "Just say what do you
need and we will organise what you ask for".
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R.: How can you answer, if leaders argue till they die what training is needed the most?
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H.: Than we organise for them Team building ..26
R.: and after a number of Team
building, Coaching and so on, that
relationship between leaders are
"improving very well".
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H.: Well, then training is organised depending on the strategy!
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R.: However, different
department managers sees different ways
of implementing strategy. . .
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H.: Then they are trying to
reach a compromise. . .
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R.: That's how the problems
become chronic!
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H.: So, maybe the problem comes from the company that engaged in training? Or maybe the employee mastered the knowledge badly and need
to repeat. . . Or . . ?32
R.: But all believe that
sole responsibility for training goes only to
HR. . .
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H.: Then HR feel like it
was between the hammer and anvil, as some argue that most
training does not lead to substantial benefits ..
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R.: Can all problems be
accused solely on
HR?
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H.: Maybe misunderstanding arises from the
fact that it is not clear to which
end is the training.
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R.: Maybe it is logical to group training sessions into two
large families:
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1. Training for the development of the obligation.
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2. Training for business process improvement.
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H.: Where HR is strong?
a) in individual psychology;
b) in assessing compliance with
the personal responsibilities; c) in personal development
planning..
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R.: Where HR is week?
a) In perception of business
processes;
b) HR is often not able to monitor
the implementation of
the knowledge and use...
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If it wont be invented, as a
measure of training for improving
business processes financial benefits, the HR will call as a
cost centre!
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Are you sure that all departments needs training?
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Are you sure that all the units equally affect the final, financial result?
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OR maybe you can find one reason, which are most pressing oxygen (money) feeding mechanism?
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What decision would destroy
situation between
“hammer and anvil”?
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1. Should have a measurable impact on financial results;
2. Does not cause resistance between Managers;
3. That it would correspond with the strategic development direction;
4. Could be quickly implemented.
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PROPOSAL10 steps to success
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1. Propose to the TOP Management an analysis, what restricts their companies
even better business growth.49
2. Count the possible financial result.50
3. Obtained TOP Management approval51
4. Prepared and presented "Training Plan".
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5. Hired relevant experts.53
6. For the expert it is created a specific and explicit task.
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7. HR department creates an
inspection and evaluation system of
needed changes.
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8. Ongoing training and
implementation of necessary
changes
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9. Carry out other departments activities synchronisation with
the "critical" department.
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10. The results are discussed in each
quarter.
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Author of “God, Quantum physics, Organizational structure and Management style”
http://www.amazon.co.uk/Quantum-Physics-Organizational-Structure-Management/dp/9955689234/ref=sr_1_1?
ie=UTF8&s=books&qid=1266446827&sr=1-1
You can order a book, workshop, analysis or lecture, or just a dream
at:
darius@versloknyguklunas.lt
+37069841027 Darius Radkevičius
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www.god-‐physics-‐management.com
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