"Achieving successful introduction of cultural changes requires modifying behaviors, creating new habits and for this, one of the most effective tools is training."
"People may be willing to change; but they need to know how to do it and in a company the best trainers should be the managers themselves, who need to be trained to train ”.
Consulting processes began in the late 1980s, based on a first experience extended to companies from different organizations. One of the first steps taken was training, both for the respective Boards of Directors and for the groups of internal consultants, in charge of completing the actions guided by the external consultants.
Evolution and Impacts of Training Associated with Consulting Processes:
Different experiences have been derived from the consulting processes developed in Cuba since 1987, in more than 275 entities, both productive and services.
This work will present those experiences related to training, an essential element in ensuring that consulting guarantees one of its objectives: to create in the company its own capacity for change.
For a better understanding of the topic to be discussed, his presentation has been divided into the following aspects, which are detailed below:
1. Training to facilitate the company's own capacity for change
One of the main objectives of consulting is to provide the company with its own capacity for change. Training is an essential condition for achieving this. Taking this into account, from the very beginning courses were given - and continue to be taught - on management issues aimed at both the Boards of Directors and the Internal Consultants who actively participated in the consultative process, in order to "fine-tune" these teams. to undertake the tasks of consulting.
The “Learn by Doing” method was used as a method, which is very useful for the results derived from its application. Among other uses of it, one of the most frequent was the application of the Solution Process to the Problems detected during the comprehensive diagnosis, resulting in a practical and beneficial result of an Action Plan that will contribute to the solution to said hierarchical problems.
Another training practice was initially the carrying out of concentrates of several days, with the participation of the Boards of Directors, fundamentally. They were the scene of trainings on different topics related to business management, highlighting, among others, the strategic design of the company, with a vision horizon of 5 years.
Taking into account the participatory nature of the Collaborative Comprehensive Consulting (CIC), with which the consultative processes began, training was also provided to workers, a practice that has been maintained since then.
Different and innovative approaches were incorporated into the daily management of managers and workers, including failing to see problems as something negative to consider them an opportunity for improvement. Phrases like "Having problems is not bad" were used in daily practice. Likewise, a new way of reaching agreements was gradually making its way: consensus. The phrase: “achieve win-win solutions” was incorporated into the usual vocabulary of managers and workers.
Among the management topics taught, Teamwork had a priority place based on the objectives that were pursued with the training. The use of the Interactive Method from the first meeting that was held with the Boards of Directors was changing the traditional panorama of long meetings and with few results. Likewise, the clear definition of the roles allowed the Heads to make optimal use of the meeting based on their purposes.
Other management topics taught that have contributed to a better functioning of managers and workers are: Organizational Communication, Strategic Management, Problem Solving Process, Quality Management, Time Management, Delegation, Conflict Management, etc.
2. Training based on the objectives of the consultancy
Specialized training is also guaranteed in consultative processes, depending on the specific objectives of the consultancy. An example of this is the Business Improvement Training (PE). When starting a consultancy to prepare the Diagnosis, training begins for the Board of Directors, the PE Group and all workers. This practice yields beneficial fruits since everyone dominates what work is going to be undertaken and how it must be done. Among the topics included in this Training are the Diagnostic Techniques that will be applied.
Another example is the Training in Quality Management Systems, derived from which both the Boards of Directors and the Continuous Improvement Groups achieve the required mastery of aspects such as a process approach, which breaks the traditional organizational and structural schemes of the company.
Once again, through the “learning by doing” method, the organization's own capacity for change is created through training based on the objectives of the consultancy.
3. Additional benefits derived from training in consulting processes
There is training that spontaneously occurs in the company during the consulting processes. The consultant, while performing his work, uses a number of practical and flexible tools and methods required for such purposes. These are shaping a "new way of doing" also for managers. Thus, for example, they gradually begin to better organize their Boards of Directors, delivering the Agenda in due time, in which the maximum duration of each intervention is explicit, as well as that assigned to each point, together to the requirement to the speakers to make the presentation in Power Point, previous delivery of the documents to be debated. There is also evidence of command of management terms and their correct application.
The “learning by doing” method greatly drives this organizational learning, positively impacting group integration. Its manifestation is that managers have learned to better use and exploit the services of consultants: they know the scope of their work, what tasks can be assigned or requested, how and how to make better use of their services, etc. Likewise, the members of the groups begin to master the management terms and their correct application, as evidence that the consultancy not only transforms the management of the company but also the members of the same.
4. Main enhancing or limiting factors
Among the main factors that enhance or limit training within consultancies are the following:
Enhancement Factors
- The sponsorship of the company's senior management facilitates both the training process itself and the application of the knowledge derived from it. This sponsorship manifests itself in different ways, related to the facilitation of the management of the consultant and must therefore be continuous and visible. Their absence may be a limiting factor. The results have been enhanced by training the members of the Board of Directors and their substitutes. This allows a common language acquired through the training process to be spoken. Evidence of this is the reduction in the time in which the strategic design is carried out a second time, since managers master the essential concepts of the strategy, learned through training the first time.The secretaries have been given excellent training, which has been verified through feedback with their respective bosses, who expressed their satisfaction with the change in behavior manifested in: playing a more executive role, increasing their decision-making capacity, greater management support. of the company and better individual work results. This training is closely related to that received by managers, focused from a management support point of view.This training is closely related to that received by managers, focused from a management support point of view.This training is closely related to that received by managers, focused from a management support point of view.
Limiting Factors
- One aspect that attempts against the positive impacts of training during the consulting processes is the change of members of the board of directors and (or) specialists, who have already been duly prepared. These changes not only affect the results of the training, but on many occasions undermine the good performance of the consultancy, mainly when the change is made by the Director General. When this occurs, there is a general delay in the consulting activity, including training, and in extreme cases it can cause the consulting service to be interrupted due to the lack of sponsorship from the new manager who replaced him. A factor that may be limiting for training is the operation of management.Appointments not foreseen for assigned tasks - not planned - often prevent certain managers or workers from attending the courses and trainings that were called in due time and form, which has sometimes made it necessary to readjust the frequencies and duration of activities. teachers, as imposed by the reality of the company.
Perspectives for the most effective training from systematized experiences
From the realization for more than 20 years of consulting processes, some methodological and organizational experiences are derived that facilitate greater effectiveness of the training, some of which are reflected in different points of this work. There are also other experiences that due to their positive impact are proposed below:
Methodological:
- Application of self-knowledge surveys: During the training sessions, both managers and specialists and workers, surveys are applied that allow each member of the group to know their personal characteristics in certain areas of behavior, that is, their strengths, aspects which should improve, etc. This type of action is very well received by the participants and, fundamentally, contributes to the improvement of group work. Another positive impact of this experience is that it makes it easier for managers to assign tasks, according to the personal characteristics of each member of the group, as well as performance evaluation. Observation of the meetings of the Board of Directors: This activity is carried out by a consultant,who takes note of all the details of the operation of the meeting. This information is processed and its results are subsequently presented at a point of the Board of Directors. It reflects, from the total time, the really effective hours, what the lost time consisted of, the duration of the longest interventions, the misconduct and organization of the meeting, etc. Likewise, a proposal is made to improve the functioning of the Council. Some time later, a new observation is made to assess how these meetings have evolved.Sensitization to managers and workers: with a view to modifying the quantitative culture prevailing in companies and gradually increasing the qualitative one, the group is asked to list all the issues. that they deal with in the boards of directors.The result of this experience is that the topic of quality does not appear in the list. Once this absence is highlighted before the group, an estimation work is carried out of what it represents for the company to work with 1% non-quality. The calculations are made by the group members themselves based on the entity's actual figures. This is of great interest to trainees since it is their own economic data. When they realize that if there is no quality, the productive and financial results are noticeably damaged, a new approach to the importance of quality is being formed, which is later reinforced by the consultants during the training process. Using national examples: Taking into account Account the influence that the national culture exerts on the business,During the training, examples from Cuban companies are used, since it has been found that they are very useful for the transmission of knowledge. Use of the Process Approach: This new approach, which reinforces the systemic nature of the organization, has been gradually introducing, in particular, consultancies for the design of Quality Management Systems. The training has made special emphasis on this approach, which implies an essential change in the way of managing, which reinforces the role of each individual in the final result of the company. As part of the training, the topic Organizational Communication is studied in depth, an essential element for a better functioning of the processes.since it has been found that they are very useful for the transmission of knowledge.Using the Process Approach: This new approach, which reinforces the systemic nature of the organization, has been gradually introduced, in particular, in consultancies for the design of Quality Management Systems. The training has made special emphasis on this approach, which implies an essential change in the way of managing, which reinforces the role of each individual in the final result of the company. As part of the training, the topic Organizational Communication is studied in depth, an essential element for a better functioning of the processes.since it has been found that they are very useful for the transmission of knowledge.Using the Process Approach: This new approach, which reinforces the systemic nature of the organization, has been gradually introduced, in particular, in consultancies for the design of Quality Management Systems. The training has made special emphasis on this approach, which implies an essential change in the way of managing, which reinforces the role of each individual in the final result of the company. As part of the training, the topic Organizational Communication is studied in depth, an essential element for a better functioning of the processes.in consultancies for the design of Quality Management Systems. The training has made special emphasis on this approach, which implies an essential change in the way of managing, which reinforces the role of each individual in the final result of the company. As part of the training, the topic Organizational Communication is studied in depth, an essential element for a better functioning of the processes.in consultancies for the design of Quality Management Systems. The training has made special emphasis on this approach, which implies an essential change in the way of managing, which reinforces the role of each individual in the final result of the company. As part of the training, the topic Organizational Communication is studied in depth, an essential element for a better functioning of the processes.
Organizational:
- In-company training: The cornerstone of training success from the beginning of the consulting processes is its status as “in company”. Managers and workers receive training based on the reality of the company. When working with the entire board of directors, a common language is created, the exchange of knowledge is facilitated after the course has concluded, teamwork is strengthened, etc. As noted above, also guaranteeing training for substitutes, facilitates the completion of the objectives pursued. In-company training gives better results than that given to heterogeneous groups from different organizations, since at the end of the course,Each manager returns to his or her home entity and is associated with a Board of Directors that has not received such training and with whom they cannot interact based on said knowledge. Taking these evaluations into account, the courses that are taught within consultancies, without exception, are “in company.” Extension of specialized training to selected groups: Once the training courses have been given to the Board of Directors, and sometimes in parallel, the specialized knowledge is extended to selected groups, directly linked to the management of the company, for example: the quality management group, etc.They are “in company”. Extension of specialized training to selected groups: Once the training courses have been given to the Board of Directors, and sometimes in parallel, the specialized knowledge is extended to selected groups, directly linked to the management of the company. For example: the quality management group, etc.They are “in company”. Extension of specialized training to selected groups: Once the training courses have been given to the Board of Directors, and sometimes in parallel, the specialized knowledge is extended to selected groups, directly linked to the management of the company. For example: the quality management group, etc.
Main challenges
In the advancement of training, in general, and that carried out within consultative processes in particular, there are aspects that, regardless of the consultant's management, it is up to the company to provide its support and manage it properly for its materialization.. The three main challenges that training has at the moment require the active participation of companies for its realization. These are:
- Get the company to generate an appreciable% of its own training. Company professors are little used to guarantee courses, despite the fact that current legislation contemplates salary treatment for their own professors, both when they carry out this activity simultaneously with their usual work and when they dedicate themselves full time to teaching. This mechanism could extend the knowledge that is imparted during the consultancy processes. Measure the impact of training: It is necessary to achieve some form of measurement of the impact of the training that is carried out in the company during the consultancy or by other means. It is necessary to measure the impact of training because organizations must know what they are investing their resources in and if they return with added value. On the other hand,The measurement also allows evaluating how effective the teaching is. Work must be done in a system that shows the impacts on organizational behavior, on the company's overall and final results, on compliance with its system of objectives and strategies, on strengthening its prestige and image, etc. Linked training a Performance evaluation: Generally, the performance evaluation includes the number of courses received but there is no qualitative analysis of the results. One experience to consider is the inclusion of favorable changes in the management of personnel who have received training. This recognition stimulates the application of what has been learned to daily practice and,therefore it helps to give more importance to the creation of skills derived from the application of acquired knowledge.
During these 20 years, the training associated with the consultative processes has had positive results. This is greatly influenced by the fact that teaching is nourished by the reality of the company, since the teachers are the consultants themselves, who are involved in management, in pursuit of its improvement.
Both the achievements and the aspects to be improved and, particularly, the main challenges reflected in this work, are a source of future actions for the consultants, who in their career have accumulated valuable experiences of great applicability for the continuous improvement of training in consultative processes.
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