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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