Next Practice In Training

Surojit Speaks: Good afternoon, with me I have Shailendra Deshpande, in Corporate world He is known as Branding Guru. Currently with Novartis, India. He is a good friend of mine. So, Shailendra, what do you think, in today's perspective, how do you see the training evolving and why you think that today the working class should hone global skills in this highly competitive environment?

Shailendra: Training function itself is very much required in any domain, especially with the way things are shaping up globally and things are moving forward. Every day is a new change. Every day is a new challenge. There's innovation happening every day. So one must keep changing and in order to be able to cope up to that change you need the right mentorship, the right input and the right people in order to improve upon their productivity. So I think training is very much an important function and it's equally evolving function. The tools that you've been using these days are evolving. Going forward, if you look at modules that are coming, they are more real-time case-based modules. I think, training, holistically, if you look at it, it's a very integral part. Unfortunately, I'm not sure whether it is taken up the right way it is to be taken these days but I'm sure it is picking up well. It's an integral part.

Surojit : Fantastic, Shailendra. Just wanted to get some insight-they say, that the industry, they hire people on technical skills and they fire people on behavioural faults. So, where do you think behaviour is playing a very key role in the career of progression of an employee today and why you think that training has to be taken seriously because normally people think that training is more of a cost-centre? Do you believe that it's high time that training can be taken to a profit-centre from a cost-centre perspective? Do you also believe that the coming time would be a very challenging time where people's core competence has to come to a level where they not only value-add organizations but they also value-add their personal lives?

Shailendra: Absolutely. That's very much an important point and I would like to underscore this fact of personal life being upgraded with the trainings that you receive in the workplaces. See, cost-centre profit-centre debate is a chicken-and-hen story. I would be going for it to be a profit-centre. It's up to you, the way you want to look at it. It's certainly a profit-centre when you have measurable results and measurable results from training can only happen when you do it consistently, when you modify your trainings in a way that it's not once in 6 months or once in a year, that kind of a story. When you do it consistently you're able to see changes in productivity, you see the changes in behaviours. That's where it's a measurable thing and then ultimately you get see an output also. In that respect it can be measured as a profit-centre or a cost-centre. At this point in time, blindfolded, it's said that one-off training sessions happen in a year and it becomes a cost-centre. I would refute it as an individual, but that's my individual opinion and I think it's certainly not a cost-centre and it's up to the organization, the way they want to build up their capacities, the way they want to build their capabilities. It certainly can't happen without the right training force increased.

Surojit: Superb. Shailendra, just on an academic interest, I would like to understand that today people at a very senior role, they are very lonely. Maybe their ideas are much ahead of their times. Where we talk about corporate restructuring, succession planning, executive coaching, simulated learning, experiential learning - these are big jargons for a training practitioner like me. Why you think that Surojit, you can really value-add to the training fraternity today where we can reduce the mediocrity of talent and help organizations grow both organically as well as inorganically?

Shailendra: I'll tell you what, you know, first, to be able to be a teacher, or a trainer or a mentor, a person himself or herself needs to be able to reach certain levels of performance in life - personal, professional, both and with the set of values that an individual brings to the fore, can only do better training, can only build systems up, can only build people up, can only build capacities up – that is one way that I look at it when it comes to value-addition from a mentor or a trainer. Knowing you personally for some years now, I think with the rich academic background that you have, the skillset that you have inherited by the virtue of working in countries in UK, in Muscat, in India as well, being associated with certain good institutions yourself, you are a pedigree of a wonderful learning lineage and you bring a lot of experience to the fore by your exposure to the world. I don't think there's anybody else that comes to my mind when it comes to training and coaching. You've been able to very much superlatively perform and I can see a lot of people who've changed their behaviours. I met a few of them just a while back. I met a lot of them before also. You can see the value with which they look upon you so I can see, as an individual, Surojit, has a lot of merit to go through and I think it's just the start, maybe. There are a lot of things you can add to. At the same time, you are well-read also. Yes, you're well-read on the subject; you're well-read beyond the domain as well. These things, I think they bring about a lot as a trainer in you and is certainly a value-addition, without a doubt

Surojit: Thank you so much Shailendra. It was lovely talking to you.

Shailendra: Pleasure is mine.

Surojit: This is Surojit signing off and looking forward to welcome all of you to the wonderful world in Training. Thank you very much.