Training Professionals Leading Role in Innovation and Change - Report Example

Training professionals have a leading role in innovation and change Student’s name Student’s ID Professor’s name MME 101 19th August, 2011 Table of contents Table of contents 1 Executive summary 2 1.0 Introduction 3 1.1 Task overview 3 1.2 Report purpose and structure 3 2.0 Training professional’s role 3 3.0 Senior leaders view of training 4 3.1 Believe that everything said by the leader will be responded to 5 3.2 Believe that leaders have adequate awareness 5 3.3 Assumption that there will be no performance barriers that may reduce or halt the speed of implementing change. 5 4.0 Approaches to change by training professionals 5 4.1 clear clarification 5 4.2 design of outcomes 6 4.3 engaging top managers 6 4.4 understanding visions 6 4.5 Collaborative training 6 5.0 Recommendations 7 References 7 Afiouni, F 2007, ‘Human Resource Management and Knowledge Management: A Road Map towards improving organizational performance’, Journal of American Academy of Business, vol. 11, no. 2, pp. 124-129. 8 Executive summary This report illustrates how training can help to bring change and innovation in an organization. In order to understand this, the report first discusses why training is important. Later, the report illustrates three mistakes that can be made business leaders when they employ training as a way to achieve a business strategy. The mistakes can be avoided by five approaches which are also illustrated in the paper. Finally, the paper report makes recommendations based on the findings of the report. 1.0 Introduction 1.1 Task overview The various changes that are occurring in the business world call for a fast rate of changing the management style, workforce and the core competence. Such changes come as a result of the organizational structure and the human resource factor. In order to cope up with these changes and ensure effective business performance, there is need to train and develop the staff in an organization. However, there are some few mistakes that business leaders make when they intend to employ training as a way to accomplish a business strategy; the report will also mention these mistakes. 1.2 Report purpose and structure The report will focus on the importance of training professionals for the purpose of delivering organizational change. The report will describe four many issues which will be divided into four parts. The first part will describe the importance of professional training, the second part will focus on the mistakes made by leaders when training the staff will the third part will focus on 5 of the approaches that can be sued in professional training. Finally, the report recommends the best approach to train professionals for the purpose of delivering organizational changes. 2.0 Training professional’s role Any innovation that is intended by an organization would require its employees to be well equipped with new ideas and technology which would call for further staff learning development. The human resource factor will help an organization to achieve its predetermined goals. Kalyani (2011, p.280) argue that a firm’s success is dependent on the employees competence or adequate knowledge that makes it different from competitors in order to ensure that the firm gains competitive advantage. In this 21st century, organizations have discovered that improving technology and reducing costs are important factors for good performance of an organization. In order to realize these two factors, professionals in an organization are important to moving the factors ahead. Kalyani (2011, p.281) mentions an example of Toyota which manufactures low cost motor vehicles that are of high quality. Kalyani argues that this is not possible since Toyota has sophisticated machines but it is because it has well trained professionals who are dedicated to produce high quality vehicles at the lowest possible costs. Miller (2010, p.55) compares human resource to an intellectual asset which is made up of skills, competences and knowledge. Business in the 21st century is characterized with high competition, advancing technology and customers’ request for high quality products (Kalyani 2011, p.282). Managing these changes determine the organizations that dominate the business environment. Managers therefore need to ensure that their human resources teams are equipped with knowledge, competency and skills through training in order to become the winners of the day. 3.0 Senior leaders view of training Leaders in organizations are prone to make various mistakes when they embark on professional training as a way to achieve an organizations goal (Miller 2010, p.54). This is very possible since leaders have the authority to make certain changes by just giving instructions to the team of employees working under them. Leaders have the authority to make such crucial decisions as setting financial targets, approving budgets and strategies and setting the deadlines. This is followed by the training department designing the training program for which the employees are invited to start skill training. Miller (2010, p.55) argue that in so doing leaders are expected to make three mistakes mentioned below. 3.1 Believe that everything said by the leader will be responded to By assuming this, leaders assume that change is a process that can just be left to be controlled by instructions. Training professionals to deliver changes in a business strategy is an intensive exercise that would require leaders’ participation in the facilitation of the process. 3.2 Believe that leaders have adequate awareness Believe that leaders have adeverse awareness of their organizations for them to know what change can do to individual employees and their duties in the organization. This also imply that the leaders also thing that they have enough knowledge on how to manage change so that it can achieve the desired business strategy. This can be considered as leaders assuming that they do not have a role to play in delivering the required change after they have set the strategy and the targets. 3.3 Assumption that there will be no performance barriers that may reduce or halt the speed of implementing change. The assumption of lack of performance barrier is supported by the history of success stories, harassments and promises. Change is a process that requires monitoring of the procedures that are meant to bring out change. 4.0 Approaches to change by training professionals 4.1 clear clarification The training department should get clear clarification from the senior management team on the purpose for training. The purpose of seeking this clarity is to ensure that the idea to training professionals for the purpose of innovation or change gains maximum support from the higher levels of management. This in turn helps to ensure that the training program is supported with all the resources that may be needed. 4.2 design of outcomes The training and development professionals should design the outcome or the solution of a training program and keep the senior management updated on this. This would ensure that the senior mangers are aware of the expected results after the training is done. This is because the top managers may have an alternative of hiring new team of employees if the current team is not effective (Mihaleva 2010, p.131). 4.3 engaging top managers Engaging the top managers in the training by helping them to visualize the expected change. This is important because there is always need for new skills in an organization. By helping the leaders visualize the need for acquiring new skills, the leaders can sacrifice their time for the purpose of full participation in the training exercise. 4.4 understanding visions Some managers fail to understand the vision that is set forth for a particular program. This calls for the training and development professionals to set the vision clear. The vision may fail to be clear since change is oriented to bring future results which make it hard for them to see how the change is expected to bring out some results. There are people who can as well foresee the vision but may fail to understand the procedure leading to the expected change (Mihaleva 2010, p.131). 4.5 Collaborative training The training process should be done in collaboration with the internal marketing department so that it can be communicated to the result of the departments in an organization. For change to be realized the finance, operations and the communications departments need to be aware (Miller 2010, p.55). The internal marketing team can help to sell the idea to the other departments so as to ensure that the program receives maximum cooperation. 5.0 Recommendations The training and development professionals need to understand the nature of the business in order to achieve innovation. This is because when change is to be implemented to bring change, there is need for clear understanding of how the procedure would be. The training and development professionals need to consult and work with the organizations’ managers since they are the ones who know business better and can tell when and where it would be difficult to bring about change. References Afiouni, F 2007, ‘Human Resource Management and Knowledge Management: A Road Map towards improving organizational performance’, Journal of American Academy of Business, vol. 11, no. 2, pp. 124-129. Kalyani, D 2011, ‘Human Resource Strategy: A Tool of Managing Change for Organizational Excellence’, International Journal of Business and Management, vol.6, no. 8, pp. 280-286. Mihaleva, H 2010, ‘Personnel training in conditions of crisis –risks prevention within the sphere of human resources in the organization’, Trakia Journal of Sciences vol.8, no. 3, pp. 127-132. Miller, N 2010, ‘Leading workplace innovation and change: brave new role’, T+D, vol. 64, no. 6, pp. 54-58. Read More

 

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