ACADEMY

INDIAN SOCIETY FOR INDIAN SOCIETY FOR TRAINING AND DEVELOPMENTTRAINING AND DEVELOPMENT

MANAGING OBSOLESCENCE:

PEOPLE AND TECHNOLOGY

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CREATIVE WAYS TO REMAIN OBSOLETE

PARIMAL N. GANDHI, DIRECTOR

ACADEMY OF HUMAN EXCELLENCEBARODA

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THIS PAPER IS USEFUL FOR

Those that really want to change

Those that want to convey the appearance

of changing, while actually remaining

unchanged

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WHY REMAIN OBSOLETE?

REWARDS FOR

ORGANISATIONAL OBSOLESCENCE

Increased Customs Duty Export Orders No licenses for Potential

Competitors

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REWARDS FOR INDIVIDUALS

The Public Sector Seniority

The Private Sector The Job Jumpers

The Loyal

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WHO MAY REMAIN OBSOLETE?

Everyone, at whatever levelManaging Director to PeonTrainer, training manager

or participantIt is everyone’s birthright!

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THEY HELP OTHERS TO REMAIN OBSOLETE TOO

ColleaguesBossesDepartmentsOrganisationsFamiliesNation

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Two types

The stubborn mulish, ‘refusing to change’ type

The sophisticated type that appears to go along while actually standing still - the dynamically static

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Creative techniques used to sabotage training

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TRAINING

One of the most potent tools for transformation.

Some professionals try to ensure that training takes place but does not succeed.

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advanced techniques by chairmen

managing directorschief executives

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COST CUTTING

IS PENNY-WISE AND POUND-FOOLISH

SLASHES TRAINING BUDGET

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TOP MANAGEMENT TECHNIQUES GOES FOR ISO 9000 SERVES OLD WINE IN A NEW

BOTTLE Industrial Relations

HRD

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TOP MANAGEMENT TECHNIQUES SPENDS TRAINING BUDGET

ON EVERYTHING EXCEPT TRAINING

RECRUITS MANAGERS AND STAFF CAREFULLY

– THOSE NEAR RETIREMENT– THOSE WITH HEART TROUBLE

– VIGILANCE CASES

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MEASURES BENEFITS

INSISTS THAT RESULTS CAN NOT BE MEASURED

REFUSES TO SANCTION THE MONEY AND TIME TO MEASURE

KEEPS DOUBTING THE EFFECTIVENESS OF TRAINING

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MOST IMPORTANT…

NEVER UNDERGO TRAINING

themselves

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TECHNIQUES USED BY TRAINING MANAGERS

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TRAINING MANAGERS’ t...

TRAINS THE MAXIMUM NUMBER

KEEPS PROGRAMS SHORT TENDERS TRAINING

CONTRACTS

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training managers’ t...

Selects participants carefully No authority to implement No time left Those who are incorrigible For whom the training is irrelevant

Sends intimation very late Creates a cadre of Participants

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WHATEVER THEY CAN MANAGE, THEY CAN MISMANAGE... Dates Communication Trainer Travel, Stay and Meals Participant Meals Audiovisual equipment Electricity and Waiters/Peons Inauguration / Valediction

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MOST IMPORTANT…

NEVER UNDERGO TRAININGthemselves

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TECHNIQUES USED BY TRAINERS

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The obsolete trainers

Feel a stake in human and organisational obsolescence. This increases the need for training.

They remain shining examples of obsolescence themselves.

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The obsolete trainers

AVOID PREPARING SINGLE PROGRAM - MULTIPLE

TITLES THEIR PROGRAMS ONLY

CONTAIN HUMOUR Participants hate serious training and serious issues and these must be avoided.

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The obsolete trainers

USES THE POST-LUNCH SESSION EFFECTIVELY

USES DRAMATICALLY INEFFECTIVE AUDIOVISUALS

USES LOTS OF JARGON

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MOST IMPORTANT…

NEVER UNDERGO TRAINING

THEMSELVES

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TRICKS PARTICIPANTS PLAY

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PARTICIPANTS’ TRICKS

Resist being nominated Continue working throughout

the program Take along pagers / mobile

phones Ask long, irrelevant questions Demoralize the trainer

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MANAGING OBSOLESCENCE MANAGING THE OBSOLESCENCE

OF PEOPLE IS NOT GOING TO BE EASY

IT WILL TAKE TREMENDOUS – COMMITMENT– COMPETENCE– EFFORT

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GOOD LUCK!