Training: Whose Responsibility!!

2005-06 were the early years when people were getting re-energized to the idea of skill development. Several platforms were getting created to bring stakeholders together to exchange views and discuss challenges and possible solutions. 

It was one of these meetings where an idea was initiated to engage the senior and mid-management of the training system into taking some number of classes in the Industrial Training Institutes (ITIs) to make the training process more efficient. This also had some added advantages where the senior and mid-management could get a first-hand feel of the training institutes and would also keep the staff at the institute more alert. However, the response of one senior representative was alarming, as he stated that he had worked hard to advance in his career and did not want to return to the institute. The mindset and culture within the training system revealed by his statement remain unchanged even now after 18 years. 

Nevertheless, there is merit in the idea, and should not be discarded without a conscious trial. There is no specific number or percentage of classes that senior management should take in addition to the trainers to make training more efficient, however, they should take a sufficient number of classes aligned with the strategy of the organization. Just as a yardstick, the percentage division of training classes between the trainers and mid to senior management could be:

• Trainers: They are the frontline staff responsible for delivering the training program.  Therefore, it is justified that they take approximately 60-70% of classes.  
• Principals & Supervisors: They are responsible for overseeing the training program and ensuring that the trainers are delivering the training effectively. They have a good experience of teaching and training and besides this can lead and motivate,  thus adding immense value.  Hence, they could take 15 to 20% of the classes.     
• Mid Management: They are responsible for overseeing multiple training centres or even the entire number of institutes in the system to ensure that the organizational goals are met. They have invested a long time in the system and understand its strengths and weaknesses. Therefore, must take 10 to 15% of the classes to pass on their knowledge and experience.     
• Senior Management: They are responsible for the overall management of the organization including the training program. Their vision will add immense value to the organization, hence could take approximately 5 to 10% of the classes. 

The Trainers, Training Supervisors, and mid level managers must invariably add value to the technical classes as per their expertise, however, the senior management could go beyond the technical classes and should be able to contribute effectively in the areas such as; leadership and motivation, communication, change management, principles of learning and development, trends in the industry impacting employment etc..

To implement this idea some steps that can be taken are:

• Develop a policy framework and guidelines for involving the management in teaching and training.
• Identifying the courses where their expertise could be best utilised.
• Providing refresher courses to the management on pedagogy and content delivery.
• Monitoring the impact created and taking corrective measures.
• Recognizing and rewarding their contribution towards teaching and training.

The training institutes are the cutting edge or the ground zero of the training system and it should be a matter of pride to be there. The contribution from the people who manage the system will go a long way in making these institutes more responsive to the needs of the students, employers, and society and indirectly contribute to the economic growth and social development of the country.