Training Certification or Certificate

Discussions are going on whether we should run after international certification when Indian ones could do the job. In training and development India's ISTD is the sole institution for awarding certificate in training and development. This establishment has been largely managed by Government and Public sector officials. For a country as large as India to meet the demands of a growing economy , Certification of domestic or international recognition is a necessity. So having a certification does make sense.
Training in India has evolved today. Most trainers follow pedagogy as a core principle. Since education in India has been more heads up than hands on (engineering colleges exist where labs are non-existent), it is not difficult to imagine the dismissal of applied knowledge or skill development training for the same fundamental indoctrination.Hence, discussions about certification usually range about the IQ aspect. A Wharton study had indicated that Indian managers scored the least internationally on managerial effectiveness. The score was 2.65 on a scale of 5.0, the benchmark was at 3.1.Most training and development leadership professionals are not qualified , unlike the west , where qualification and certification is considered important to step into the role.
While India has exported life changing transformational skills like yoga,and spiritualism , without any certification criteria, why should we be wanting certification now? I would think, the principal reason would be to go back to our roots and gurukul. This system of education recognised proficiency - look at music, dance where levels of proficiency is linked to experience and expertise. The ultimate being the acknowledgement of Pandit title. Since , we had it , let us regain it. Let us not be blind to the contribution of the western world on training and development. To play one against the other is like living in a fool's paradise. Opportunity lies in collaborating and blending both the streams for overcoming weaknesses in an exponential age.

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 .

Lean Service

Read an interesting post on Lean Service , a concept which draws parallel with Lean Manufacturing , popularised from Toyota experience. In the manufacturing world, complexities arise when disruption in smooth flow arises. Historically , and several decades ago, what was manufactured got sold. It was a sellers market. With progress in technology, skills and processes, people got smarter and consumers were enticed with better offerings. Take, our own automotive industry, when Maruti came in , on road performance far exceeded the expectations of the then genre of Indian cars. Those no longer exist. The point here , is about a new standard of product performance. Likewise, when the automotive industry in the west was struggling with large sedans , Toyota showered the market with a choice of colours and options, tailoring more closely to the buyers needs. This was possible with Lean Manufacturing system which introduced the concept of waste in processes and elimination of the same. Not only did it result in improved cycle time but also resulted in higher quality due to simplicity of processes and was able to meet product variation with minimal alteration of processes.

So, how does this relate to Lean service in a Services business ? Experience , shows that processes which were simple were made complex with the advent of IT. More than 93% of processes generate information as outputs with only 7% of process touching the client. So , when processes are developed with IT in mind , cycle times can go off the roof or result in policy level contradictions that can get resolved only by escalation processes. Each of which will be disguised seperately under approval sub-processes. Try changing an insurance plan or even redeem your credit card points , airline mileage points etc., and you would have your answer. Consider an alternate scenario, as I experienced in Walmart , where the touch point of only one interaction, resulted in a product replacement in less than 5 minutes with minimal documentation and process steps. The process consisted of the following :-acceptance of the product with proof of purchase, reference of the new product, and raising of the new invoice. Routine steps, except that a floor guide pointed out the appropriate counter resulting savings in time and spinning around across multiple locations. Customers do not wish to pay for flab. They desire value and soon, we will see times when services will be redefined to meet customer demands for increased performance. Pre-Paid mobile charge card is a great example of such new initiatives. This is a classic case of learning and performance of demonstrated capability.

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.