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Chapter 9: Challenges Faced in Training
In this chapter we have discussed about Some of the challenges faced in training are:
Schedule: Scheduling training can he one of the most difficult challenges a human resource
department can face
...
Rapid changes: Rapid changes in technology, corporate initiatives and programs can make it
difficult to adequately prepare training materials and deliver training before employees need
information and new skills
...
Similarly, some countries are also biased about the gender
...
Same is with high professional status
- the higher the qualification of the trainer, the more will be the importance attached to the
information
...
The best of the best training programs will fail if trainer is
not well versed in communicating trainees’ language
...
Organizational barriers to learning: Typically, as organizations grow and mature they develop
more rigid systems and processes and ways of thinking
...
When problems arise in the company, the solutions that are proposed often turn out
to be only short term
...
Learning and personal mastery is a question of
individual choice and cannot 5e forced
...
Senge (1947) was named a ‘Strategist of the Century’ by the Journal
of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way we
conduct business today’
...
According to Peter Senge learning organizations are organizations where people continually expand
their capacity to create the results they truly desire, where new and expansive patterns of thinking are
nurtured, where collective aspiration is set free, and where people are continually learning to see the
whole together
...
The five that Peter Senge identifies are
said to be converging to innovate learning organizations
...
He sees the traditional
view of leaders as special people who set the direction, make key decisions and energize the troops as
deriving from a deeply individualistic and non-systemic worldview
...
Against this
traditional view he sets a ‘new’ view of leadership that centers on subtler and more important tasks,
such as:
Leader as Designer: The organization’s policies, strategies and systems are key areas of design,
but leadership goes beyond this
...
However, the first task entails designing the governing ideas — the purpose, vision and core
values by which people should live
...
Leader as teacher: Peter Senge starts here with the injunction that the first responsibility of a
leader is to define reality
...
Building on
existing ‘hierarchy of explanation’ leaders