Skip to main content

It's really really funny.

It's really really funny.

I know of Training Companies whose Trainers are made to claim (who dares ask for proof from the Trainers?) on the floor that their training interventions reduced attrition in client companies, but when it comes to their own Trainers they haven't been able to reduce attrition at all. Many Trainers are leaving sooo soon and that too "hurt" .

One of the reason is that most Training Companies (my previous experience and of my network of trainers experiences tell me) don't have any HR processes at all. The Owners / Franchisees run Training Companies like "lalas" with autocratic form of leadership. They don't even let their teams know how much business they do. These are the same guys who 'teach' client participants that other styles of leadership should be used.

Another reason is payments of dues...
I remember a hilarious incident.... I and the Training Co's BD Manager, were observers to a training program being delivered by the Master Trainer (Owner /Co-Chairman too!!!) of the Training Company I was associated with. The program was for Intelenet and the topic was "Execution".

The grand statement made to participants (most of them Sales and Operation guys) of this organisation by the Master Trainer was "How motivated would you feel if your incentives or salary doesn't reach you by the 30th of the month?". "Would you really be on "fire" (drive the execution) or would you loose interest in execution?" The participants nodded a "NO".

We observers both looked at each other and laughed (we were at the behind of the room). The fact was this Training Company never paid on time. The salaries / training fees were paid by the end of the next month and the incentives weren't paid to the BD's even after 6 months and that too after reducing what was agreed.

Talk about "Preaching exactly opposite of what you do". And that too by so-called Master Trainer and the Owner.

Do you know of any other reason?????? Do share as comment.

Do you know of Training Companies who have HR processes and are ethical and true first to their teams... do share as comment?

Comments

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

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'

Innovating Facilitatively

Transforming from a meeting Leader to an 'Innovating Facilitator' A 2nd line Leader from a Technology company makes a subtle confession in the ‘ Fostering Innovation’  workshop that I am facilitating, by putting up a Question, “What if, my team members don’t just come up with ideas! Am I then not supposed to lead innovation with my own ideas?” And my reflective googly to him was “So, what’s the enabling environment like in your meetings… are meetings being LEAD or are they FACILITATED? And therein lies the ‘ tale’  of South-Asian Leaders or should I rather call it complete ‘ story volumes ’. (I’m sure it happens in other regions too however as my range of work primarily is in South Asia, so my context is more here). And what gets missed out is the ‘ignition’ aka the start point of an innovation environment…. Meetings! And the reflective question is, “How many of us in Leader positions really  facilitate innovation meetings?” The default drive is to “lead it”. S