Skip to main content

Why can't CEO's be involved in Training???

Last week I was in a meeting.

The HR Manager announced that we would be meeting the CEO of this company for a discussion on the training intervention.

I was surprised because normally this doesn't happen in the first meeting itself.

The CEO was young and dynamic. He was briefed about me well by the HR Manager and we immediately got into the training objectives, the program and the effectiveness (In most cases, whenever I meet senior Management, I have to first give an introduction of myself (either the HR hasn't briefed them about me or the senior hasn't read the brief that was sent).

The meeting was focused and ended well. The CEO also gave me required inputs about the targeted group too. I was highly impressed!

Meeting over, I had a thought:

Why can't more CEO's get involved in the training of the organisation?
Why is it difficult to have their perspective of the Training need?

Does it mean, I don't trust HR? Absolutely not!!!
But my experience is that many HR professionals don't align strategically to the business operations and therefore their understanding of the need is many-a-times the softer part (which is also necessary) but unless and until a Trainer doesn't understand the business need for the training, the effectiveness of the program cannot be seen.

Is this the reason why training many a times fails in implementation stage???

Comments

Chinni said…
Dear Ajit,

You have raised a very valid and relevant question.

I will respond to your question with another question:"Why should'nt the CEO be the key driver of training in an organization"?

I would reckon training as an investment for the future development of an organization, and the ROI will be superior employee performance provided the training contents and methods are appropriate and is a continuous process.

Regards
Mani Sridharan

Popular posts from this blog

"Improvising For A Culture of Collaboration" published in Human Capital Jan 2018 issue

(This is the text version of my article that appeared in the magazine Human Capital January 2018 issue Vol.21 No. 8)

Usually Managerial responses to any proposition ranges from a direct “No” to “NO, but” and then “Yes, but” to a direct “Yes.”. The magic of “Yes,…. And” is acceptance, and then acts as a building brick, a movement forward to the original idea.




Improv is a short form of the noun improvisation. And Improv! can happen anywhere and everywhere! Anyone who has viewed the UK fav show “Whose Line is It Anyway” would know the speed in which the actors improvise on the show builds a hilarious, fun-filled banter.
Improvisation has been used as a Drama tool for many years and it can train an artist to agility & in-the-moment thinking especially when a co-artiste forgets a dialogue or goes wrong on a particular action.
I have used this tool to train Public Speakers especially the ones with stage fright as this tool immensely helps if one goes “blank” in front of an a…

TED videos: Do they really make one a great presenter?

Just watching TED videos, if one could have been made a hell of an impactful presenter!, then we would have long left the data point that “Speaking in Public is the No. 1 Fear”.
And probably it would have been close of business for many of us who specialize in training and coaching people on Hi-Impact Presentation Skills.
So what happens when one does watch TED videos regularly? My 2 bits coming from having many training & coaching relationship with aspiring presenters is that many of them who watch these videos regularly, end up just becoming good if not great  ‘mimics!’.
Because consistent watching of TED videos (as the environment is completely different from an organisational setting) you may tend to pick up styles that large group speakers use in such open forums.  You may love the pizzaz and the oration they use, but frankly, can you really use these mannerisms back into your workplace and what if you end up using such oration in client presentations. Rather than ebing an ena…

13 Ways to Engage Gen Z - published by Human Capital December 2017 issue

We have for ever lived in hierarchy. We had Rajwadas, and Raja’s and Rani’s! And then the Maha Mantri, the Mantri’s and the Peshwa’s. We lived in Hierarchy. Then came the Queen from land-afar and this took the whole hierarchical bit 100 notches higher.
And then in spite of democracy for the about last 70 years, we still are deep-rooted in hierarchy.  Organisations are legal entities and yet we have similar hierarchical structures that define many aspects in an organisation from decision-making, office-cabins, cafeterias (esp. in manufacturing) and where one is allowed to Park etc. In some places even the Washrooms are hierarchical rules of entry.
Funnily, many curse these discriminations however the same people aspire promotions not for the challenge of the enhanced deliverables or for the sense of leading people, but mostly for the ‘power’ that they would enjoy in those positions.
However, as Bob Dylan professed in the 60’s in his song The Times They Are A-Changin'  especially the…