The intangible benefit: Pallavi Jha

Jha tells The Strategist that a successful corporate training is work in progress

How can companies track training and ensure it delivers concrete results?
The Dale Carnegie approach to training is planned in the context and the culture of the organisation. As a process, we gain an understanding of the real life workplace challenges, both from the participants and the stakeholders, to align the content which is simulated in workshops. The training then builds upon the participants’ own experiences and a collaborative learning environment is created. It prepares participants to overcome workplace challenges. Post-training, we guide the participants in applying the learning at the workplace.

Which companies have robust training programmes? What sets them apart?
Most of our clients have a robust learning and development (L&D) strategy. Companies like Vodafone, Axis Bank, Mahindra & Mahindra, and Wipro Technologies use their training programmes to build commitment, manage attrition, enhance engagement, and create career and succession plans. These companies have aligned the L&D strategy to the overall company goals and embraced a profit centre approach.

How does Dale expertise help companies?
Training programmes largely fall into two broad categories: product, sales, and technical training; and more ‘intangible’ workshops on leadership, team effectiveness, attitude, ethics, integrity and diversity. The results of a training session on a new product can be quantified easily via sales volumes. However, to gauge the benefits of intangible training programmes is complex as such training manifests in different forms for each individual. Therefore it becomes imperative for companies to establish metrics that connect such intangible training to goals like improved sales, generating new customers and increased productivity. To measure training effectiveness, we use Kirk Patrick’s model, Waterfall Model, Business Improvement Discussions, etc.

Would you agree that training usually results only in a short-term boost and needs to be tracked continuously?
Individuals need ongoing training to help them become more effective. Training also acts as a coping mechanism by assisting in learning new skills. Not all training will have a short-term impact. A successful training strategy is always work in progress — it helps to adjust to changing job demands, creating a pool of readily available talent, who are ready to step into new roles as and when the needs arise. The training cycle isn’t complete without an evaluation of training effectiveness, which leads to decision-making and planning. A flawless execution of the talent management strategy helps the companies to achieve objectives and gives them an intangible edge over their competitors.

Pallavi Jha 
Chairman & managing director,
Dale Carnegie Training India