Over a Cup of Coffee with Monimoy Sengupta

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Q. What is the relevance of Learning & Development in a growing organization

As organizations grow, it is very important that the teams are able to grow and take additional responsibilities. They also need to ramp up on additional skills, both soft skills as well as specific technical skills that are needed for them to do their job.

Learning & Development divisions spend time in identifying the gaps in the organization in terms of skill sets and people. Based on the gaps identified, corrective action is then taken in terms of specific learning programs or programs to cultivate a sense of ownership, leadership, teamwork etc.

The focus of several of these programs is changing in changes in observable behavior.

Q. How Do You Know When a Learning Solution is Effective?

Like I said, it depends on the kind of training that needs to be provided. Each type of training has assessment parameters, which tell us how effective it has been and how has the team been able to develop based on the training that was imparted.

For soft skills training, no matter how much you achieve through classroom training, the individual has to be exposed to real-life scenarios for him to be able to apply the real learnings from the program. For technical skills, it is a lot easier and you can immediately see the impact through better performance in the technical function.

Some other broader items like leadership. Teamwork etc. need constant follow-up and focus to ensure that individuals are able to grasp the concepts and apply them in their real life.

Q. What Do You Consider The Key Criteria For Learning & Development program To Be Effective?

It all starts with the leadership team. They should have the belief and the inclination in running these programs. All of the objectives really drill down from there. It relates to the vision and objectives of the company. To achieve those, what do you need to do at the team level and the individual level.

Even when programs are run, the really successful ones are those where senior management takes the active interest in the feedback from these programs and how they can be improved upon further for them to be successful.

Q. What do you think organizations should be doing more of in terms of developing and grooming leaders?

There are no simple, existing models or programs that will be sufficient to develop the levels of collective leadership required to meet an increasingly complex future. Instead, an era of rapid innovation will be needed in which organizations experiment with new approaches that combine diverse ideas in new ways and share these with others. Technology and the web will

both provide the infrastructure and drive the change. Organizations that embrace the changes will do better than those who resist it

Identifying the next level leaders has to be an ongoing exercise and the candidates shortlisted should be groomed to take on the next level roles. If they can take the additional responsibilities well, then you start moving them to the next level of challenges.

Q. How do you foster an environment of Learning and development in an organization?

Of course, not everything can be organized and carried out by the individuals, and the role of learning and development professionals within organizations will remain crucial. However, it may transform into more of a development partner whose main role is to innovate new structures and processes for development. Marc Effron, president of the Talent Strategy group, predicts that much of the HR function may soon focus only on developing talent, with much of the rest of their duties being outsourced.This could mean that rather than a traffic cop selecting and directing people into programs, the future L&D professional could become more like a community organizer who facilitates people, processes, systems, and structures that connect networks of people to each other and spreads a culture of development throughout the organization.

Monimoy is an OD Consultant with extensive hands-on experience in HR process with a focus on employee assessment and development interventions. Monimoy has set up and managed all aspects of the training, performance management, rewards & recognition, engagement surveys, competency framework, career mosaics related processes and interventions.
Always looking towards quantifying the impact of HR interventions be it in the field of training or employee engagement activities.

He is in Specialties Engagement Surveys, Competency Assessment & Development.
Training Effectiveness. HR process consulting.

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