Employability in year 2011

As we get ready to usher in 2011, most parts of the world are staring at economic reality and uncertain future. No one knows for sure in India, how many are employed for a livelihood. Last cited information indicates a total of 459 million people with 7% ( 26 million) under organised employment. A recent reference by the Ministry of Labour indicates that Contract labour is 130 million. The rest would  presumably be self employed and or engaged in agriculture. While this is where we stand today, future forecast states that India would be needing 240 million new work force by 2022 and  another 80 million by 2015 as per CII estimates. So, what is happening on ground. Most employment surveys indicate, that hiring has improved , doubt remains if that is actually creating the millions.

If this is the demand side, let us look at the supply side. More than 240 million would pass out from schools and vocational education would be needed for 170 million students. The remaining may need higher education. The current capacity of our infrastructure is barely 3 million students in higher education. Shortages of trainers, vocational education infrastructure is apalling . All the major private players in vocational education space can barely address intake of half a million a year.

I wonder if the Government is actually serious in doing something about this gap. Take a look at skilled resources who are retiring out of defence forces every year. A backlog of nearly 2 million retirees already exist, and yet they have hardly any meaningful resettlement plans while the industry is supposed to be starving for skilled talent. Simply by using this abled work force by transferring their current skill set into corporate requirement can help in mitigating some of the acute shortage that industry is clamouring e.g., in the Automotive industry a significant population can be absorbed in franchise network across the country.

The government seems to be more worried about assessments and certification. Since government is not likely to be the largest employer , certification should be driven by industry. Most businesses are looking at rural economy. I am sure opportunities exist in all parts of the country. Creating , mini cooperatives by enabling entrepreneurship can spar rapid economic development. We have seen in the past. AMUL did wonders to Gujarat. China did it 25 years ago, and they have a GDP 5 times of India. L&T realising need for skilled labour in construction has set up a school where training is imparted on the job/ apprentice model. The pass outs are placed suitably. They have stated in ET, that Rs 24000 is the cost incurred by L&T for training vocational skill. Team Lease , a staffing solution provider has plunged into this business. They see it as a natural integration to their core area. They are charging Rs 30,000 to Rs 60,000 per candidate. This means, cost of imparting vocational education is not going to be cheap. Surprisingly Government of India seems to have provided Rs 15 per hour for modular employability courses. Such prices will make a mockery of skill development. These Government run institutes have facilities but no faculty. Some are languishing with out dated equipment and teaching processes.

It is high time , that a cooperative model is created between the private sector and government institutions with least red tapism, if one has to seriously do something about creating employability and entrepreneurship in the Indian sub-continent a partnership model is a must. The key enablers would be to draw out a curricullum based on industry needs, faculty with industry experience ably supported by performance and learning and development experts. While this can come from the private sector, the Government , should make available their current resources and facilities. Industry can augment investment in technology and tools for the prepare phase and support employment post training. Such a model can address the needs

Micro Learning

It appears that organisations realise the value of continuos education, but are constrained to let people dedicate time and effort for the same purpose. The reasons for such a paradox , vary from resources to loss in business productivity. These are some real testing times for L&D folks. Adding fuel to the fire are the learners - the texting folks, who value independence as opposed to compliance.

Since training , is an intervention step to make a behavorial change, getting the new age workforce to recognise the importance of doing a job effectively and efficiently is a challenge.

Since much of learning is based on observing, conversing, trial and error, coaching and searching a system that can create a very short duration learning track covering some of the steps above may work.

Ray Jiminez's has an interesting solution to this - "One idea -one action". This has a deep seated connection that learning needs to connect with learners context. Try looking at a picture in a group, and what each one sees may be at variance to what others may see. It is also known that people create own strories out of the information stored in their mind. Remember Inception and dream within a dream. Very often, we leave this process alone in any kind of learning. Conventionally, we let people to form their own opinion after tabling an idea or a proposition. If this were to be reversed - show a picture and than ask a question ( more of thought provoking kind) , the idea gets planted by finding answers to questions asked. Or better still, Reverse it by getting the learner to ask those questions based on the image. This process triggers a connection between ideas, images and actions quite instantaneously. Some have opined that learning is not a linear outcome of an image , process and behaviour. Learning can happen at anypoint.

I like this idea , as it is based on natural learning principles of observing, conversing and trial error. As the modules can be extremely short (may be couple of minutes) , and one idea one action at a time, it is possible to build a whole repository reflecting various situation.

It is known that informal learning aligns with our natural learning ability. However, leaving learning completely open and self paced may not match organisational outcomes. Therefore , creating short cycle learning helps to give an informal flavour to a formal requirement. This helps in developing bite size learning chunks, and therefore an interesting step.

Is training a performance enabler or a measure of employee welfare?

Most organisations cut training expenses, whenever cost reduction is an imperative. During the recession, training expenses, manpower and associated costs bore the brunt. Now, when economic revival is visible, are companies spending on training? It appears that many organisations are following a cautious approach and training budgets are assigned after high degree of scrutiny and diligence. Decisions are now being taken at an executive level, even for a minor expense. Consider this paradox; most training expenses are booked as a measure of employee welfare rather than skill development solution. These days, several international training companies are doing good business, while the Indian ones are struggling to keep afloat. It appears that the certificate brand as perceived by the employee, as opposed to actual operation effectiveness and business impact is a key decision consideration. Often, training vendors are requested to submit a proposal to impart 1 day training as a part of a business meeting. No ADDIE here, period.
How did we get to this state of affairs?
In the earlier times, management trainee scheme was employed as an investment for developing the employee – using on the job exposure and classroom training, with a graduation like ceremony for successful completion and final placement. This was practiced in segments like Banking, FMCG and diversified groups like Tata’s. The businesses valued knowledge and skill in their command and control based organisation. With emergence of IT and OA in the early 80’s, Customer interactive skills like selling and client handling gained ground as a trend setting strategy used to educate the market- picked up from the pharmaceuticals. In the 90’s, when Indian economy opened its door, operations training through compliance requirements like ISO, six-sigma, CMMI, led corporate training as a measure to improve business competitiveness. As India moved ahead in this millennium, and information management driven through technology acquired high importance, measurement of performance got the focus. Since most business processes got automated (by-product of ISO and business process management) with better metrics management, training as a performance enabler got detached from the business performance. The metrics captured the outcome, but failed to capture the in process measures e.g. ., if “x” no of calls led to 1 order, (this got captured) but definition of a call standard was not. Since training enables better performance through modified behaviour (skill development), the enabling measure was missing. In the earlier days, this was well aligned. Take for example a repair technicians performance measure when post training intervention could impact repair at first call performance based on an acceptable standard. We now have a situation, that what get’s measured reflects the results but no further drill down is possible, because some of the process steps are missing. For training related intervention, many CEO’s fail to see the connection between training and performance due to absence of credible analytics.
How does the future hold?
Training will continue to be viewed as a dispensable performance enabler. Given the global business trends, the IBM CEO Study of 2010 indicates that people skills have reduced its importance from 2nd most to 4th position. It appears that training and development needs to redefine in the changing scheme of things. Focus , will shift from how well you do something to how well you know something, given, that further technological advancements may trigger solutions requiring little or low skills.
My two cents?
L&D must make the first move by talking metrics and talking performance. Vendors and training departments must collaborate to ensure that a feel good employee welfare workshop is not labelled training. Every Rupee spent in training must be measured for returns like any other investment. The function must necessarily help create and or facilitate measures that can accurately convey the impact of the training intervention by aligning skills to the business process. Take for example a measurement of a business meeting. The end outcome of this meeting could track participation index, decisions arrived, post meeting actions executed on time. If all of this is developed into a work process, a training intervention will reflect results. The important thing here is to get to this stage so that measures are aligned to the work process.

Puzzles in training

A webinar conducted by Thiagrajan on Puzzles in training , brought some interesting perspectives. He drives home the point that most people like to be self absorbed and self contained while working on puzzles. These may range from solving crossword , sudoku , series and other types. Why do people take pleasure in solving puzzles self directed ? Somewhere , people like to solve problems and get a sense of accomplishment and achievement. A positive stroke , if you like. Some like it as a memory jogger exercise. Puzzles are connection exercise to develop thinking skills , be it lateral or rational.

As a training format , the trainer has a great tool to expand and use depending on the learning need and performance relevance. Anything emotional sticks. Hence , facilitation becomes key here and care must be taken to assure learners of success. Review this recorded webinar

http://bit.ly/Thiagi-PuzzlingOpportunities

Now, outside the classrooms, people need encouragement to perform. It does not mean hand holding continuosly. It means, create simple puzzles that can help the learner to make the transition from guidance to self absorption. The little puzzles can help to develop experimentation and thought process. Puzzles can provide vital reinforcement based learning and create the interest towards self directed learning. For the learning manager, this is a useful tool to help learners remain focussed and can be offered as a blended option post formal classroom training. From transfer of learning perspective this offers great promise.

Non Formal learning

Heard a recorded webinar from Dublin Consulting about formal learning, informal learning and now non-formal learning. The concept hangs on to a position where learning is informal but intentional. As most people are concerned and Jay Cross has substantiated , training needs to translate into performance from classroom to the job over a period of time. We would go by the 20 - 80 data that has been widely referred between formal and informal learning. Research , if any , may indicate more startling data i.e a wider gap in terms of investment from corporates , the largest chunk being in favour of classroom / formal learning.

For training to translate into performance, we have over emphasised on the routine skill e.g., Selling skills. Since technology is creating disruptive interventions and innovation, wonder how the future will hold. In my mind , access to validated knowledge, access to expertise and ability to work boundary less will be the sole determinants. The technology will take care of the rest. Therefore, training needs to be more contextual and scenario based. The focus should be on creating complex performance support systems that can make extremely simple and purposeful support for the activity to be performed consistent and error free. Japanese were able to do this years back through implementation of systems like KAIZEN, Lean Manufacturing and the Toyota practices. I saw a Circus today , and what struck me was the degree of perfection each performer displayed individually, and collectively as a team. The performance support system consisting of men, equipment and job aids were introduced in synch with the event. This was a perfect example of how rigours of training , and learning is leading to emotionally stirring and captivating performance of the highest order. A classic integration of head, the hands, the sounds, and space . Can we ask for any better example of training to performance .

Make learning relevant to enhance performance

It seems to me that training is evolving . At the time it was initiated , the core objective was to bring employees and workers upto speed through a consistent set of practices, replicable for implementation by all. Look at armed forces - they have institutionalised training to performance, very effeciently and effectively. Regular , knowledge and skill enhancement is critical to create combat readiness and edge. They have perfected the art of blending competencies, subject expertise, applied skill and behavorial skills needed to create a well orchestrated fighting force , battle ready for cohesive functioning - perfect link between performance environment and learning environment. All learning moments are taken care off.

Do we see this happening in the corporate world ? Opportunity exists in making this alignment happen. First , the similarities : Both business and defence environment calls for high level strategic planning and thinking- addressing risks and uncertainity. This needs perfect execution through efficient work processes . The difference arises where skills are involved. Army has a bank of skill inventory with proficiency measurement system ranging from a novice to a instructor level, coroporate world hardly has one. Alignment to the performance environment is at best fuzzy.That is where the trouble is. Most corporates view training as a program and not neccessarily integrated with the work. Army sees it as an integral process and critical to survivality. Time has come to study the performance environment more closely and develop knowledge and skill solutions that can meet the performance needs.

The missing links of performance

In one of his talks,Elliot Blaise opined, that the way people learn will determine how performance will be impacted. Among other things, he highlighted the concept of nano-learning. As we all know, that nano-technologies will have disruptive impact on what we do and how we do, meaning as Thomas Friedman says that through these technologies we are making the world flatter. Post the fall of German wall, India unshackled from a license based regime to a globally integrated market based free economy , setting exemplary standard for the world to notice.So how did we achieve this performance. We had to learn and learn fast. How? We learn while we work by slotting some time out of that schedule. It could be for a whole day, or several days or it could be for an hour or less. The scale of time will be determined by needs and priorities of the skill and it's potential impact on success requirements. The complexity may increase given that a Gen Y learner may have high levels of impatience and distraction . Therefore , we cannot have learning and development tracks that do not respond to these current challenges. This calls for having nano-design, of instruction material , which can provide bite size learning chunks. Performance is less of an event and more of a process. Therefore, addressing the process milestones with a variety of learning tracks ranging from a formal course to a discretionary audio talk or a quick tip needs to be balanced for providing more access to a wide range of content repository and links for seeking expert coaching when needed. The organisation needs to move out of a training only focus to a learning for performance impact. This calls for a paradigm shift from how we see training today to what we can do better and diffirently. Think nano, think learner and think performance. Remember , we have moved from hierarchy to wirearchy.

Getting managers involved in learning and development

Since the time Jay Cross highlighted the relevance of informal learning on performance , discussions are rife to undertand what is informal learning, and how does it work. Most of us at work have received valuable tips, from colleagues, bosses, peers and others. A formal study of managers done by GoodPractice confirms that 76% of managers feel that they are not well supported by the Learning and Development development and further 75% of the managers also train people for performance. 82% of the managers will consult someone to solve a tricky performance problem as a learning activity and they 55% would follow trial and error as a learning activity. Two things are highlighted in this i.e., a. need for learning on the job and b.need to follow self directed learning. Performance is an outcome of proficiency or the lack of it. As we move forward, it is important to accelerate the capability mechanism in the organisation. Which means training people, coaching people, creating engagement process that allows people to narrow the gap between standards of performance and actual results.Over a period of time, self directed quest for knowledge and competence allows experiementation to raise the bar. Only when the blend covers all these elements can we have a measureable impact on performance and sustainability.Therefore, informal learning is extremely important. So where is the challenge ? To begin with it is important to see the entire chain from training to performance in a holistic manner.

Drop in training spent in the USA

A recent report on Talent Facts 2009 issued by Bersin and Associates indicate that in the USA Training Spend dropped from $ 56 Billion 2008 to $ 48 Bill 2009- (14%). The number of training professionals per 1000 employees have also dropped from 7 to 6.2. While the reasons seem obvious it appears that some major developments are taking place. The per participant spent has dropped from just above $1000 in 2008 to about $750 (approx). It is difficult to imagine that people development would receive such a back seat. The management is getting more demanding is evident for every dollar spent,and this forebodes well. Linkage to performance is a priority. In India, we have accepted that training and education are essential for success. Budgets are very rarely denied. As businesses, we can draw a close parallel with our education system - which has a hierarchy of top 10% quality and the remaining 90% quantity. Most companies are very happy to impart training . Has it shaped our porfessionals better? Those who have come out of quality institutions have excelled anyway. What about the ones who come from the remaining 90% ? A study conducted by Wharton had indicated that Indian Managers scored 2.65 in a scale of 5 (the least among developed and developing country professionals). The corporate training is still a ritual which ties in well with our culture of knowledge and ascription. Applying it as a skill remains to be a challenge. Here lies the opportunity to develop systems which help in skill development as opposed to knowledge enhancement only to drive performance . With higher focus and demands on returns , I am sure we can pro-actively accelerate in this curve as we have demonstrated well in IT. This calls for applying thought to what we do and how we do to implement what we must do. Given our historic opportunity we cannot afford to straddle all hope on the top 10% world class Indian leaders, we need to widen this base. We can achieve this by being focussed on Performance.

Can you guarantee training impact ?

A raging discussion is on ,in this topic . I am alarmed , that opinions are being shed by our professionals where understand of the word training is suspect. Business houses have been TRAINING people for both explicit needs and implicit reasons. Many a time , as vendors , we have been called to do a training program just to address the needs of an event (timed with a conference). The explicit need being to get people under a roof and undergo some thought leading input. Does it leave a professional impact? Difficult to say. If you look closely, the need was more implicit -in this case of building awareness; and the training function doing a cursory job of building training mandays like a ritual. We seem to have forgotten that by definition training is a process of modifying actions and behaviours aligned to effective best practices that have been known to deliver results. By this definition , it may be evident that training is a time consuming process. The process does encompass a series of interconnected events that offer relevance to the learner as a replication of everyday work. By this expansion, it assumes that the modified behaviour is applicable in the work arena and hence the event is a simulation for the learner to engage , absorb and apply. Most trainers are trainers of the head i.e they appeal to the body above the neck. Very few appeal to the hand (symbol of action), which is where the challenge lies. Now let us go back to the starting point - what should he or she be able to do differently after the training that can guarantee resultant success for the participant. The debate should therefore be focussed on how we can make a difference to the learner as opposed to debating on the result.