"Think less as managers and more as biologists" Peter Senge in The Dance of Change
This article is written thinking about the responsibility and the daily efforts of those in charge of designing, developing, executing and evaluating the different processes of education, training and training in companies and that they must take on the challenge of integrating programs and plans aimed at contribute to the achievement of corporate purposes, through actions that positively impact the increase in productivity.
The appearance and increase of new conceptual, interpretive, comparative and technological models available for the development of education and training programs have led to the establishment of trends that allow a wide range of solutions that can sometimes be confusing when making the decision to what is the best tool, model or instrument (or at least the one required) for the moment the organization is living and the people who will be participants in said theoretical or practical models.
On some occasions, training managers and also users have tried to make these tools or theoretical models become, on their own, almost magical solutions to the different problems of education, training or training of the organization, in such a way that it generates an expectation that in many occasions ends in frustration when evidencing that the results do not come close to what was expected (the cost benefit ratio is included).
Without intending to disqualify any of them, on the contrary, in order to demonstrate the importance it has had in many organizations as a means of identifying, training and developing the key aspects that have enabled the qualification processes of all the people who intervene in the different organizational processes, I would like to name some of the trends, models, tools and concepts that have emerged in recent decades and that have led to the management of human talent to become a real ally of management in order to achieve goals corporate.
Some of them are:
- Management by competences. (Which seems to have transcended the fashion barrier and is being installed as a necessary component in the organization.) 360º Evaluation (A quite useful tool in teams that have a strong relationship and work relationship) Erp Model (Enterprise Resource Planning) Coaching. Excellent model for skills development and performance improvement. Still to be explored and implemented properly. Assessment center. Increasingly popular and used with very good results. E-learning. A model that demands a lot of self-discipline and a culture of self-learning. B-learning. Alternative to give more strength to the virtual.Outdoor learning models. Excellent methodology, it had its moment, but it has lost impact due to wrong applications, etc.
All these tools and trends (and others that escape me) have become a support for the managers of the human management areas to strengthen their ability to impact and contribute positively in improving performance and increasing productivity, so that they can implement programs tailored to the real needs of the company, starting from the fundamental premise that it is precisely human talent that energizes business management and its results.
These trends and models confirm that knowledge evolves every day at a speed such that it is no longer possible, as in previous centuries, to synthesize it in a single compendium, its diversity, depth and breadth making it necessary for us to have to agree with Einstein when He affirms that "we are all ignorant, what happens is that not all of us ignore the same thing".
Despite all the benefits that we can recognize from the theoretical models on which each of the aforementioned trends are based, it is important to warn, especially training managers, that it may not be necessary to implement them all at the same time, that many These trends end up being relegated, or their usefulness questioned and ultimately creating confusion for those who have to submit to participating in experimental programs with instruments that on many occasions were of benefit to other organizations but not necessarily ours.
I invite you then to reflect on the way we are implementing these models and the costs (not only in money) but also in time and credibility, which they have had in organizations that we perhaps know.
