Experience the power of an online sales pipeline for Human Resources

How to create outlook signature

e e e [Music] [Music] [Music] [Applause] [Music] [Music] [Music] in our discussion today we're going be talking about creating a culture of continuous Learning and Development I think in the previous weeks um have been a lot of insightful um engagements through this platform and today is going to be one of them so phis you are welcome to our session today on creating a culture of continuous Learning and Development um I think some years back um H Department did not even have specialized roles for L&D some years back in our part of the world um later on businesses saw the need to um create that role specifically to to manage L&D and so beginning with our conversation um we would start with that but before that pH please go ahead and introduce yourself who is philis um our participants here are connected and they are they watching you they want to know who is phis so please go ahead and introduce yourself and then we can begin this discussion so qu thank you very much for having me and um good afternoon to all your viewers and listeners I want to say I'm very very privileged to be here once again and um thank you to all your crew members especially to Patricia for her consistency in bringing to us almost every week on week um very insightful learning programs to help us also better our lives so like he like he rightly said my name is felis quu I'm um L&D professional and I've been in this uh profession for more than a decade and um wherever you mentioned training I love to train and so when I had the call again to join um I didn't hesitate at all I just said why not whatever you've learned over the years it is also great when you get the opportunity to also share with other people and so hey I'm I'm I'm happy to be here and uh that will be briefly about me thank you thank you so much ph for accepting our invitation once again so just like we we I rightly asked um let's start with where this whole L&D thing is coming from how do we begin the process so thank you uh for the question like you started from the beginning uh the focus on Learning and Development I l& comes from the background that says that organizations need to adapt to a rapidly changing world as Industries evolve new technologies emerge uh market dynamics shifts and there it be becomes necessary for organizations to equip their employee take our Labor Act uh 2003 section 9 talks about the duties of an employer to develop the Human Resources by way of of training and re the work to and so how do you begin the process um it begins by assessing current skills identifying future needs and then designning programs to bridge those ventions and so these are key areas for which it becomes very necessary for every organization to set aside some budgets or some plans to ensure that you develop your Workforce who are also working towards achieving your set objectives yes good you all right philis so yes so phis tells us that um this [Music] STS from the fact that to offer training programs for the individual employee all right so phis let's move on into um the quite expensive especially if your business has a number of branches and sometimes you have to move the people from different places into a particular training facility or even to it's very expensive how do we sustain um L&D this training Act ities activities and why they have to invest into training task so while you're right I mean while L&D activities can be costly uh they are very essential for organizational growth if you agree with me you cannot have an engagement force with without having intentional Learning and Development interventions in place it can't really be possible and so as people progress through their career Journey they crave development and we as HR professionals must support the business to make it happen if we want to retain Talent L&D activities as you rightly said may be C costly but it could be sustained by adopting the 72010 rule [Music] which most organizations are going by string Learning and Development interventions within organizations so the rule suggest that when you take the 70 it suggest that 70% of your learning should occur through on the job experiences such as challenging assignment project and daytoday task so on a daily basis when you are assigning task to people you must deliberately be sure and then your supervisors and leaders must be deliberate about it using it as a form of Learning and Development especially when you don't have have budget in place so that is one key area then the 20% of it ing to this rule suggest that 20% of your learning should come from interactions with others such as coaching you can look at mentoring feedback and collaboration with colleagues you agree with me that in the organization we have different level and accountabilities you have the entry level you have the medal level and then Senior Management level so if you have people come in the organizations and then you will develop these people into management or Senior Management level then you can obviously leverage on these experiences talents that you have within the organization to serve as a learning opport for other people to also leap on if you do that and you do it effectively then you don't have to even spend so much on cost it's all about processes putting in place and making sure that people adhere to and that can be very very less or if not at all no cost involved all then the 10% of it which most of organizations most of us focus on and for that matter we think L&D activities are costly is the fact that the 10% should be for for through structured training so if you take the 100% only 10% of it ing to this rule must happen in classroom and that one you can look at let's say you are buying new equipment there's no way you can avoid buying that equipment but if you buy the equipment you must provide an opportunity for people to learn and that learning can only happen in person where you have the expect trainer to come in to train or maybe new systems are being changed and every employee would have to go through it softwares have been bought and we have to learn it in that case you must send people through the classroom either through the workshop for them to learn to become competent to operate those equipments so these are the areas that you can use in um training people of course the interventions that you can adopt in training people so if you look at it it's just 10 % out of it but we all forget or most of us or organizations forget about the 90% which lies within our means we forget about it and we just dwell on the 10% so by this even if you don't have the resources you can still have a means by training your people again using experienced employees or subject matter expert within the organization to train less experienced ones can bring you much more benefits as they get to have Hands-On training that they can use immediately on the job if if you ask me if I have worked in a role for let's say 5 10 years I am the best person to train a new entrance than bringing in an expert consultant to come and then train on based on Theory or research so if only L&D professionals can focus on some of these areas we can really really support the business to train people without even in place your learning interventions and I'm sure as we go through we'll touch on some of those we'll touch on some of these things that's very true because um then even in terms of um just like you rightly said train the trainer programs and so um individuals have been trained they have certain level of exposure over the years and then they can transfer the same knowledge to their team members without necessarily organizing or putting them in a formal classroom setting to have these training programs and often times when business owners about training even sometime don't even look at the training calendar in perspective just just the thoughts that um there's going to be at DIS a year sometimes puts them off but with what you have said I think that if they would even take a look at what is in there because the training calendar would also propose um the mode of training and like you some will be inhouse and all of that and 90% can be um in-house and then just 10% focus on external training programs and that's very key so if you are watching us here you are an employer you are think of the cost that comes with L&D and um you go like why should we even invest so much into it there are other avenues to cut down on cost now the the bit about l is so important I I was listening to a speaker in in that discussion the CEO had said that what if we train people and then they leave and then the HR person intervenes and say that what if we don't train them and they are still around they will cost a lot of Mone so training activities are so important and we really got to invest in it and look at ways in which we can and to cut down on cost and still um come up with a lot of training activities for our people moving on we are going to look at some of the [Music] common to creating overcome in our earlier discussion we spoke about the financial bit um phis if you can talk to us about other barriers that comes um across when we are talking about creating a culture of continuous learning and how do we overcome these barriers or challenges so some of the common barriers that come to mind um include I mean when it comes to every training intervention or whatever programs you want to implement in an organization uh resistance to change is the number one that I can talk of um lack of time uh and fear of failure usually people resist change um not because they don't want to adapt to new settings but sometimes for the lack of understanding and the benefit of the program that is being ruled out and so as HR or as learning professionals it is our responsibility to ensure that when there has to be a roll out of new program maybe a software being bought equipment and you have to change from the old way of doing things because sometimes when you become comfortable with a a particular way of doing things and you have to change if you get the opportunity you resist but because in an organization you're an employee and hey you don't have that choice you you conform but in conforming sometimes you can really struggle to get people to go through and even if you organize the training sometimes they drag it and so what can you do to ensure that you overcome this usually you have to make sure that you communicate effectively you know when people understand the need for the change and they know the benefit for why they have to go through that particular change they will definitely adhere to it and then they will conform but when they don't understand you just wake up one day you put people into training and then they have to just go through it without understanding the benefits sometimes I I I would experience when people go through training they don't even know the objective why are you sending me on such a program if they don't understand they also struggle and you won't get the results your money will go rest yeah people need to understand why they are being sent on a particular even though you plan sometimes you have some organizations they have the budget in place they will give you everything um you need to be able to roll out your interventions but even when you bring in the trainers and it's readily available for people to attend getting the attendance accurate is also an issue and it's not as if you haven't communicated you haven't aligned with the department so sometimes people juggle so they think that especially when it comes to operations um they think that oh we don't have time we don't have me the same same people who are requesting for the training so it is also another area that becomes a challenge and so for me how do you overcome this particular challenge you need to align very well with leadership now I always say that when people are setting their objectives from the beginning of the year you make sure that as part of their kpi they [Music] have there i a objective to develop their direct report does not get measured will not be done so when the leader or the supervisor or the manager knows that you are going to measure them by 31st of December he would definitely make time and ensure that they they will even chase you the L&D unit to make sure that their people are being trained because he knows that if you don't train them he is going to be accounted he's going to account for that so definitely you need to make sure that you count it in there the object and make sure that you Monitor and then also um lack of or I would say fear or failure sometimes and I have witnessed we send people for training and they don't almost don't want to go for it because one they need to be assessed at the end of the day we pay so huge sums of amounts for people to attend training and let's say you for a particular training is about $10,000 for you alone and we pay we fly you out of the country to go and learn and then you come back with that cerification and you know getting that certification probably a contract that we are working on will since you are certified then we can confidently you know go with the crew and then deliver that intervention if you don't pass then it means that it's a big problem so sometimes people dread it but when you allow people to know that look if you if you fail it doesn't mean that that's the end of learn out of that and of course also assess the right people to attend the right training programs maybe it came it's an opportunity you just see this person as maybe my favorite oh I think you can do it better without assessing them they go for the training they Trail they come back and then we we say all sort of manner of things to them and it doesn't really encourage learning so these are some of the ways that people really dread having to be developed because of the outcome but we have the support um if we have we create a learning environment which is safer for them to be able to learn and we integrate learning in our daily workflows I believe that it can help really to support employees to learn effectively and efficiently there are instances where people have even attended they were nominated for training programs but they saw the training programs as um a relaxation point so even to um have a proper understanding of why they are going for the whole train and all of that it's not there I'm going to relax it's fun for me um some people it's a time off for me it's a time to chill and all of that but the purpose must be clear and then um the bit about lack of time very true there are people I think I have made observation with regards to the sales team especially where they have targets and the target is is pulling them everywhere when you call for training programs it becomes a challenge but someone said you know technical training programs would would not teach you necessarily about how to relate with other people it's the soft skills training programs about how to relate with people emotional intelligence um all of this training program leading self and all of that would help you to relate better with people but sometime when you call for this training program they don't even see the need one and then their targets are pulling them in you know wherever they have to be and so they don't want to be part of the the program but I think that um having said all of these things our participants have heard us and moving on they can make adjustment if you're also a business owner here these things can be um does technology play in facilitating continuous Learning and Development now um phis you recall that during Co companies that were resorting to tr ways of training only classroom training training it became a challenge for them during the period no training no training programs were happening um tell us what role technology pleas in L andd I mean uh just as you rightly said during Co it really tested all of us uh uh proficiency it tested our skills our Readiness and everything if we you can think of most of the training programs that I had to travel out of Ghana to deliver I was forced to do it online during covid because the business is not waiting the client is not waiting for you because it's covid I mean if other organizations are doing it you have to do it as well and that is where you have virtual training programs becoming more popular these days and I'm sure um a lot of people have attended such uh programs technology really enables um continuous learning and uh also provide access to online courses so for instance uh AI driven personalized you know um learning path and virtual classrooms are all areas that um today we cannot really take out of our learning interventions platforms like LinkedIn learning edcas coera it offers thousands of courses for skills development so most organizations now what they do is that of course you assess which one is um relevant or beneficial to your audience and then you adopt and I always say that you need to work in consultation with your it Department look at your your finances and look at the system that you can afford and then you go by it by so doing you are not just providing training the traditional training which happens in house or in person but then you can have some online where other people especially the previous one we talked about lack of the barriers lack of time and all of that you can have bitesized learning programs that people can you know engage with at their own pace and still having themselves developed so technology now plays a key um role in our learning interventions and we cannot afford to do without it you just need to identify which one is suitable for you and then you go with it um I was discussing with someone and it was the same thing um I mean these days you can't have everybody attend the program and how do you go about it and I was saying that I mean a lot of organizations use Microsoft teams right so if you are using Microsoft teams there's an aspect of stream that um is a collaborative platform that you can use go in there record some sort of like you take your Sops for instance you can you want people to be able to learn but ordinarily nobody can go and pick their documents and then sit there and learn they have other things to do so if you work with your L&D units you can have them record them in bze if you have let's say 10 modules you can pick one module per module per module and then you record it and then it is online you give access to those who are required to have access to it and then you give them a time frame say from January to June by June you should be able to have completed all of these modules and it becomes very interesting in a meeting you start commending people who are actually engaging with the content and it becomes like a challenge it becomes something fun so people are learning but they having fun at the same time and if you can I mean you can you can write them some citation those at the end of the day becomes the talk it's it's very interesting most of these online um platforms have leaderboards where as we engage with the learning it shows you who is at the top um who is the next in line and all of that so if I go there and I see oh quo is the one topic no no no I have to make sure I I beat him then it means that I'm learning and by learning I'm getting more points and I'm getting the and you get a badge you send it to the team and oh so everybody oh you can get to a point where you realize that you are the only one in the team who is not learning so if that's the case you are challenged so it really encourages fun way of learning and then the organization also benefit you know areas where we can we can adopt to it will be very very interesting for your Millennials and your genes for our baby boomers yes some of them they they can be receptive to it some may also not really uh like it so much it doesn't mean you should get them out so that is where you also find other suitable uh interventions for them to also engage in and I'm sure you can cover everyone so yes technology is very very key and we must find a one that is useful for us to also engage with absolutely absolutely so phis has said that work with your ICT Department because often times um there are many interventions they could help you come up with if you really let them know what you want and with Microsoft 365 some of these things can easily be done like she said where the um videos of yourself or whoever the facilitator is is recorded um is cut into smaller pieces and then some of these things can be done I remember in one of the places that I worked as an L&D professional I I mean among the group I had worked with the ICT department and we came up with a platform for some of these things so videos were recorded and uploaded there on quarterly basis programs were assigned to individual employees and it became fun because every quarter end of the quarter some analytics were done and shared with all employees employees that scored 100 over 100 and it was fun um even the subsidiaries it became like a competition among the subsidiaries and sub every subsidiary wanted to come up talk you know so there are ways you can do these things just like she said and it can be very very interest so strategies can the HR department Implement to support so strateg we mentioned some of them yeah so I would say that um HR can support continuous learning by promoting learning culture that is what we are talking about now right so offer mentoring programs you know most organization offer mentorship programs so HR can be uh intentional about offering mentorship programs skills transfer programs organizing workshops and seminars um also providing resources that is needed for skills development so for example uh for your mentorship programs you can pair identified mentees with well experienced subject matter expert within the business depending on what you want the outcome to be so for example maybe you want to develop them into Future Leaders so leadership development if that is the the focus then you know who exactly to pair them with you don't go and pair someone in HR with someone in finance obviously you need to discuss it very well and know the relevance mentors that you need to pair with and then also if you're looking at skills transfer interventions it can also um you can focus on transferring Knowledge from experienced employees who are nearing retirement you know this thing about experienced employees who are nearing retirement some maybe you can look at it within the next 10 years you have your key employees who will be going on the retirement or maybe within the next 5 years or even 3 years so as an organization what are we doing to ensure that these experienced people don't leave the business with all the institution memory they have but then they will be able to transfer it usually they will transfer knowledge I mean um without a proper plan so on a daily basis when they assigning tasks they do that they groom them all of that but this time around we want to structure it whereby you have identified one who you know that their skills are very critical and so for that matter you need to also find people within the organ the team that they can transfer this knowledge to and you can monitor over a period that way you are not losing your well experienced um employees through retirement but as they leave you have these younger ones also coming up and not just coming to occupy the room but also they'll be able to retain some of the knowledge that these experienced people again it can help us to also have a strong Talent pipeline so um you you you you you don't want to just train for the sake of it but your training interventions must Target your session plan so that you have a strong team like a football team the 11 on the field you have a strong team on the bench the those on the bench must be equally strong as those playing so that once they leave and once anything uh I mean unforeseen uh issues come up it could be resignation it could be anything at all then your business doesn't come to a halt so it is also very critical that we look at that area and then in terms of um workshops and seminars you can organize monthly and quarterly seminars in person or online and then invite resource persons to engage your teams and give them the opportunity to expand their Horizon why do I say that sometimes when you bring external people in to interact with your teams they are able to give them other perspective from different organizations especially when you have this consultant they have engaged with other organization even if it's the same industry they might have um engage with other sister organizations and they know the common issues that runs through and so through this webinar they will be able to share some very in insightful nuggets that your team comfort with what they know already but they can broaden their perspective and that can also spark that learning you know um um interest within your team so while at it you also provide the needed Resources by leveraging leadership support to promote your learning interventions without leadership support you can have a very beautiful plan but trust me it will just be on paper it never see the light of day and so you make sure that once you having your your plan and this happens from the beginning of the year you have your objectives and out of the operational technical areas whatever you they are working on as the people side from HR you've looked at it what you can also support them from and you don't just support by sitting in your office and then design the programs but you need to work with the department so what do you think I can do to help you which area and that is why our learning interventions not be Supply driven for those trainings because of the target they need to achieve for the year if you do it this there's no way you even run a training program and you struggle for people to come because from the first place in the first place they are the ones requesting for it and so when you have been able to put it together readily available they will come and then you have also the piece to run your unit and your learning interventions very effectively absolutely pleas um let's go into um other areas where um the organization can [Music] also add L&D activities into Performance Management and make it a scoring or give it a particular waiting um as an intervention to help promote learning and um development can you tell us a bit about that so um good good question so you know at the beginning of setting the object every employee must have develop individual development plans and from the beginning I said that having uh training employees is not an option is an obligation and you also don't want to train people because of their aspirations this is how I feel U the path I feel I want to be on is towards organizational needs and so when you are setting your objective you must have development plans and this development plan I always say that your development plan or your development is in your hands you need to drive your development and then your manager also has responsibility your manager also has a responsibility to ensure that you are developed so these two people and of course everyone is an employee before they are managers so you as an individual you are responsible for your development and then the one supervising you is also en responsible to ensuring that you are actually accountable for your own development once you have your manager having this um part of his kpi or her kpi and you also having it as part of your development to ensure that you have developed in one or two areas within the year being assessed you can trust me that you will have a successful program in place in that means um you would even have to chase and sometimes you have people coming to you so what training programs do we have like I said let people not look at training as the 10% that happens in classroom so if your manager has designed a plan that look every month I'm going to meet you twice in a month and I'm going to take you through these areas so there are broad area of competencies that I have identified maybe I have identified five areas of competencies that you are lacking and I want to take you through and for us to be able to do it throughout the year every month we're going to spend or set aside let's say 3 hours or 5 hours hours or one hour to sure that we go through this and once we do that I give you feedback so that if anything happens in terms of non-performance and all everything you must have a document that proves that indeed you gave the employee an opportunity you went through formal feedback or learning uh feedback and out of that is why this is coming out if you don't have that formal uh conversation if you don't have performance conversation and you just work on a daily basis throughout the year then you are not really helping yourself and your team so I think um these are some of the the critical areas that we can adapt as L&D professionals to ensure that everyone is accountable for their learning all right thank you so much Philly so um our listeners if you have any question you can put it in the chat box um we are going to read them and then we'll see how we can respond to them within the time that the time frame that we have um let's take a commercial break let's take a commercial break and when we come back we'll continue with our questioning but for now put your question in the chat box so that when we come back we can read your questions and then pH can help us to respond to them we'll be back shortly [Music] [Applause] [Music] [Music] [Applause] [Music] [Applause] [Music] [Music] all right welcome back from the break let's go on with a few more questions maybe we'll take one more question and then we'll come back to um what our list bus are seeing now how do you ensure that learning opportunities are accessible to all employees I think in your submission you had mentioned something around um where some employees feel that the process is not very fair and all of that so how do we ensure that learning opportunities are accessible to all employees regardless of their role or level within the organization everybody FS I'm being trained there is some sort of L&D activities for me to help with my growth yeah this question um qu it always comes up I don't know whether you have you you've you've had an opportunity to you know having employees badge you with this same question so usually when you take espe outside yes yes I mean I went for a training program um and it became almost like almost like an hour we were actually arguing about the fact that some managers don't allow them to go for training programs and they they don't allow them for and I was like why would any manager restrict you from attending training programs and it wasn't the usual so outside traveling and I was just thinking that oh it's an in-house program and all of that so yes you're right usually the intervention um is towards meeting a specific targets within the year and so if you don't deliberately plan for everyone and put in certain measures it will not cover everyone year on year because not everybody will be using the same equipment not everyone will be attending the webinar and all of that so you you end up having the same people attending the training almost every time and so um how do you make it accessible to all to ensure accessibility I would advise that you offer diverse learning formats for example having online I've mentioned it earlier um in person where necessary uh micro learning or B bite-sized learning uh Provide support for different learning styles you know and offer financial assistance for training programs so you have people who are working from home how do they attend your training programs if all your programs are in house or in person how do they attend the training program so that is why we have to start looking technology we have to start looking online how and some of them are not really expensive at all like I said you have to contact your it department and where you think in fact even the less of it you still cannot afford if you are using Microsoft teams you can find ways to still put in some programs if you take some people are working in the organization for more than two three four years if you ask them about the standard operating procedures they using they don't even know that is a learning area Okay um um some of the policies that we need to train people socialize with people some people don't even know that so you can use values exactly so you can use those platforms to share know so that people can Pace want it to look that is there forever people can just wait at any time in two years before they do it you give them a timeline so make sure you complete this program within six months within the year from January by 31st December you must complete this training and it's at their own pace so those are some of the things that you can put in place so like I said Microsoft teams function for you to create groups or communities for like-minded people and um it can also encourage uh teams to adapt to using uh some of these platforms and um other collaborative platforms where you can also let's say every week or bi-weekly you have people go on there to share uh information it is also a very great platform to use and once you do this I believe that you can capture everyone and it's not even even if you're not using Microsoft teams or whatever you can use your team meeting your team me your natural team meetings that you run whether is a monthly team meeting or is a bi-weekly team meeting you can use that one and this month this is what we will touch on part of development if you want to help people to develop their presentation skills if it's a monthly report don't be the one to present the report as the manager allow one of your direct report to do that and by so doing you would have p him or her to come and stand there and do the presentation so that can help you to solve a need for you to train them formally as uh in presentation skills okay it you might not be able to cover everyone in a in a a single session but if you plan it throughout the year everyone can have their 10 and they can do that even in your absence you allow them to do that and by that you are boosting them uh their confidence to also do this uh before other management um leaders when you are available so we can think of all these creative areas to really ensure that everyone some kind of training and again um the final one I will add is that when you have your one-on-one session your coaching session um performance feedback when the person enters your your your your office and you are discussing performance um um with the person you are performance you're giving performance feedback what you can also talk about is what did they do right what are they doing right you don't wait till mid year where you have to formally review your performance before you give feedback so every month we have something we call performance review meeting so it can be once every month it could be second look at the time that is suitable for you and make sure that you a portion all the time for all your team and meet them and give give them constructive feedback once you do that we talked about last month I don't want to come back into the meeting and then he talking about the same thing so he will find ways and means to direct the self- learning that we are talking about because mind you his or her performance is driven by himself and so once you do that and you activate that channel you also spack that learning culture within people to find ways to learn by themselves all right pH thank you so I think one of the things I picked from your conversation is that employ everyone can be trained actually I mean all employees can be trained training can to employ feel that um until you have start in the classroom the formal classroom for a formal training program um until that happens you have not undergone some sort of training um just like phis said as a department head you could even organized um you could use your monthly review meetings as a means to help your your team members on presentation so there are so many Avenues we can use basically to level two help everybody be trained within the business and they shouldn't feel I've been in the business for 5 years I've been here for four years I've not attended one single training program you know you hear that sometimes but there are many Avenues you can actually use to um get your people trained and phis has mentioned and that justice to all of that all right phis so I I I have a question here um training Effectiveness so you are an employer you have invested so much into training but how do you measure the effectiveness of those training and development initiative so that it doesn't look like you have just invested your money into something I'm not seeing the results how can you prove um the effectiveness of activities to your business effective engagement um skills proficiency impact on key performance indicators um which we call the kpis um surveys Ser um the processes um provide valuable Insight K Patrick's evaluation model also becomes a crucial you know system that you can use in evaluating training effect Effectiveness where you are measuring the reaction right to it and then right after sharing this happy sheet for people to sign on whether they happy and all of that that can also um be very useful um measuring learning did learning actually and that can you can derive that from your assessment that you give them at the end of the day how they are scoring each of the objectives and I'm sure that's what the the the question is focusing on so how do you ensure that behavior actually change after the train when it comes to U soft skills training programs it's very difficult for you to assess the behavior let's say you have this receptionist who is always not smiling who is always Moody and all of that sometimes they are [Music] not lo as an maybe as a manager proper constructive feedback they feel that been higher they justed they seated there greeting people um taking their salary and then nothing to them they [Music] organiz the training they organize the the you know the resource the food everything and people attend training when the people have attended training and all of that and now you see a whole new change the person is now receptive is Lively all bubly and all of that you can tell that be has Chang but of course it is three months or training is effective that you don't there's no ambiguity about that immediately the training is done and they can actually use the software for which you have trained them on you can tell that the Journey was effective it is the soft skills that becomes challeng never give feedback sometimes we do this 360 performance appraisal and anytime the team members are appraising him down he's not effective he's not managing us well and after you taking him through some leadership development intervention and then subsequently the appraisal is becoming positive the same people who used to appraise him oh he's not he doesn't communicate effectively he doesn't do this and now is becoming positive it can tell you that the pr you took that particular manager or leader through is so it's all about monitoring you monitor right after the training immediately after the training then you can tell that the training is being effective but when you take soft skills training like there a time management or supervisory skills time you have refresher because as we evolve as we go along then sometimes you become complient so we just have to refresh people so that they are able to stay current and through to the standards that they've gone through I hope absolutely absolutely it does it does um it is also worth noting that you know for as an L&D professional or even you in h Department you are playing a journalist Ro and L&D is part of your focus um these activities you really have to fall on the department heads to do these things it's not something that you are going to carry on your head um if you are operating a business that is so big you can't be moving from one place to the next observing Behavior you always have to rely mostly on the department head for their their feedback and they must be made to be responsible because organizing a training program based on your training calendar and all of this kind of you have got the training needs from um the the department and so the depart head must be made responsible to training program and you are to submit your training reports your submission goes to your department head and then HR receives a copy of the training report so department head will see to all the within a specific timeline then it hasn't become the responsibility of the department head to cerate like she said monitoring to cerate that those but if not then um measuring training Effectiveness become because the department head could push this whole activity to the HR department and tell them that you are the one who is in charge of lmd or you are in charge of people training so tell us about the effectiveness of but you have to rely on the department you have to commit them to do it that's very important so so qu on that I want to say that I would want to say that you know sometimes these are your typical HR interventions but it sits with the line manager so yes yeah training right if you work hand in hand with a line manager and he's involved definitely the Buy in you'll get some results and again before you send them employee on that program the employee needs to understand why he's being sent on the program if I didn't plan it's not has become necessary for me to shift from my original plan interventions for this so giving proper context as to the purpose the reason why the training has become necessary and the what the outcome is what you were expecting from the training when I come back so that like you said your report is going to your manager if you thr me into a training program is because sometimes and i' I've I've dealt with some organizations at the end of the day look we have budget to spend come and train come and do this not any proper intervention that have been put in place so you send people sometimes you walk into the training and you look at people's faces and it's like they don't want to be here and when you get closer and you interact some somebody came from maternity leave and immediately she got there they've asked him to asked her to go for training so throughout the training she's sitting there she's angry she's she she she's blocked her mind and so it such a person you don't you can't tell me that when he comes back she's coming to really perform anything so if you are planning very well the manager the learner and who is going to train that is why the if it's an internal trainer the assessments and everything is done collaboratively so that we all know what we are expecting so that at the end of the day if I'm assessing you the trainer then we all know we are on the same level right if not you you you just throw money away where you go to management for budgets for training and they won't give it to you because they don't see any um um outcome from our interventions but if we really involve them I believe that um we can get the support that we need to also roll out our interventions absolutely all right so wrapping up phis um quickly run us through you have taken on a role as an HR a [Music] special and you have think you said all of this but step by step you start from this to that you do this you do that you do that so that we come to a close with our discussion so the can you clarify again the question again yes I was saying that um having gone through all of this discussion we are wrapping up I want you to highlight the steps so you've joined a department um as an L&D professional or as an HR person and that is part of your portfolio how do you begin so from from the beginning you do this that that that to the end okay you know I know it's a cyle you keep doing it every year how do you begin okay okay so first of all when you have been hired as an L&D profession and you join the business you if you're lucky there are some organizations that they do have all the processes in place so you just go in there and you facilitate other or most of the time there's nothing there so you are starting from scratch now what is the ideal way of you to start from the right foot first of all you need to know uh what is in place what are the plans in place you need to check so um definitely as L&D units you deal with templates a lot of template do you have the template available how do you track training programs how do you register people do they have a budget if they don't have a budget what is the objective how does the objective uh the organization want to see the train units so there's a plan for an organization I've worked with with the plan is just to develop the operation side okay so that is where the focus on where you have the the subscriptions so we want to make sure that everyone working within operations um has some sort of you know qualified certification and that is what we want to look at we want to make sure that people are certified within the industry and so that is the focus from that yeah there soft skills if you add a few we are okay and we want most of our training programs to have that so if that is what is in place then you need to make sure that you are consolidating all of these training interventions at One Source the reason I'm saying is that yes the the budget for the Department sits with them but to be able to run it effectively as a unit you must have all of it under the L&D umbrella so that you can effectively yeah um um go about the the daytoday activi of it so for let's say um at the end of the year by 31 December when appraisals are being done you are looking at training intervention so you are putting your training programs together first of all you need to find out how many Department do you have let's say you have five departments what are they going to work towards for the uing year and if you know that where are the gaps that they have identified within the that for that matter they want to focus unit and based on this you will have them of definely you have to design the budget the template for them to outline their training programs that they want to cover within the year and if you can um look out for the Avail cost that is associated with these training programs you can provide say estimated budg for it and then so you have five all the five departments having the template is going to be developed by you so you develop it you can have a simple Excel spreadsheet and then have that developed you share it with them they colate all of that and then they share it with you you can now confirm with the institutions based on the amount that has been allocated if you get it right then you can have the actual figure that this department is expected to spend on so if you let's say you have $5,000 $5,000 $3,000 you consolid all that what is the whole entire budget for the year to management and you present to management through whoever is in the organization that you are reporting to so the head of department for HR obviously it will be his call and then you look at this and then you go through it and you go and defend for that budget mind you whatever is there you must be able to defend the reason why you are putting those interventions and so it's not a matter of they they are cating for you these are the trainings we want to you must be able to ask questions why this training what is this going to find then you can agree from that side sometimes you have intents coming in you need to cover them you have people coming to do national service all of these things s with you as the learning department so you must be able to have all of them captured and then that can help you have a total budget at the end of the day um how do you let's say it's been approved for you and you're rolling it out you must have individual development uh template that every employee would have completed for you so if you want to let's say attend this program you complete that to me it goes through approval and the approval the head of Department must sign off that particular uh uh form and it goes through the same process so that why are we doing this we are making sure that everyone along the chain is able to get their approval on this so that it doesn't get to have put all together and then it's approved and you roll out the training then you can tell that in the course of the training it doesn't also end there you don't leave it for say external trainers to just um um sometimes they issue their assessment and then it ends there the Learners must sign onto some sort of document so you have let's say you acknowledge that I have attended I so so and so attended this program and I have well understood the content and this and that and I'm going to apply it on the job so it becomes a commitment for the learner end of the train your reporting running training without reporting is a know so on a weekly basis you are reporting on your learning interventions there are lot of training programs that go within the the organization but we fail as L&D professionals to record it we talked about mentorship we talked about skills transfer when you have formally outlined uh uh paired people together in they are learning you the learning uh unit must monitor and how do you monitor you visit them you find out from them so how is the going and usually they will have their end date maybe this particular transfer it and end it by let's say 31st of let's say um January or maybe by March ending it should be done once it's ended you should find out from the learner are you sure that you have learned all of these things have you done this have you done that you are asking questions and once that has been done that is a an activity it's a learning activity so you record it you record it as part of your activities for the year and as part of your activities it goes into your monthly report when you start capturing all these things in your monthly reporting it tells management that yes you're not just sitting there monitoring or shling people come they go back to their department and then you fold your arms the next time you're coming for budgets and all of that but you are reporting as they go along and you are showing them the the the figures the the the metrics and all of that for them to see that this is is indeed what is going on outside and they've gone to learn like you you rightly said make sure that when they come back you might not be able to send everyone outside so you should be able to find a way that they can come back and transfer the knowledge so your is putting in measures having the right template to be able to monitor all these processes so if you go into oration and you don't have any of these templates Then There are a checklist that you have to there's a to one that you need to list do you have this you have this template do you have reporting this you have to check all of that if they don't have it then you have to start developing all of them and you don't have to reinvent the wheel I mean you can ask around that is why it is good to join platforms like set consult where you have likeminded people that you can call to support you um we are all there call to support you where you get valuable resources to use and then plan your interventions very well when management sees if you go for the money they will give it to you because they know that just running the training but you are reporting and that is why when they go for meetings and they call you okay so Learning and Development what have you done so far then you can base on your tracking records that you make week every month you can use that one as a metric to show them to also know that you are also adding to the business and so it's all part of it can really help you to show what your worth is in the organization great great pH thank you so much um that was that was very insightful and phis thank you so so so much for um the insights our our participants here um have testified to the fact that this has been very insightful zachar Sal it's very Insight thank you madam I'm learning a lot so phis we've learned a lot thank you our dear participants we also want to thank you so much for taking some time out of your um weekend we talk about work live balance work life balance and um this should have been weekend for you spending some time with your family but there's also the need for in this discussion it has been so want you for your time you so much to um the HR digest team the technical evening and we'll see you next week thank you very much for having me [Music] [Music] [Music] [Applause] [Music] [Applause] [Music] [Music] [Music] [Music]