Can Training Ignite Passion To Work?


Dr.Nidhi Vashishth, Head-MDP Training & Consultancy, Jaipuria Institute of Management,
Jaipur Campus

“My team lacks fire in their belly, they are neither proactive nor they have passion to work” shouted Managing Director of a public sector organization in one of the meetings for planning training interventions for his team. The expectation from third party consultants was to design interventions which can bring transformation in employee attitude, influence, culture and impact upon energy and enthusiasm. The statement makes one wonder as to what is really required to be done in terms of training as an input to bring in change in behavior and is it really possible to train an employee on these traits.  

Training and development is a core function of HRM which leads towards holistic growth plus development of an employee and enhances productivity for the organization. All aspects of employee training, work in tandem with proper need assessment and diagnosis. Once diagnosis is scientifically done and learning outcomes are aligned with the same we can expect strategic input from a training program.

However before expecting transformational change in attitude and behavior as an outcome we need to be clear that training that changes behavior to produce results is a process –not a single event.

The process takes place in an environment replete with competing priorities and time pressures. Learning requires more than simply taking a class. “The way we coach employees may be part of the problem. We place considerable value on the power of motivation, assuming that employees will change if we make a good case. We spend our energy showing someone why they must change, when chances are, they already know. Additionally, we tend to impose our coaching on others without invitation. We may not fully understand the behavioral issue within a broader context and miss the larger picture. All of which can be demoralizing”. Kristi Hedges, Forbes

For years, companies have been operating under the assumption that they are reaping positive benefits from their training efforts. They train workers because they believe it strengthens the organization and serves as a retention tool (Lachnit 2001). To be successful, training must be targeted toward a business need--the solution of a problem that improves productivity, behavior, and so forth. This is not an effort that training managers can do in isolation. Training managers and business unit managers must agree first on the problem and then on the value of solving it (Cross 2001).

As per a global survey with over 500 business leaders and managers conducted by Nik Kinley and Dr.Shilomo Ben-Hur it was asked “ what main behaviors they needed to address or improve in others “ the top five responses were:

1. Drive and work motivation
2. Management and supervisory skills
3. Collaboration and teamwork
4. Interpersonal skills
5. Attitude

  

This list is probably common, to all leaders and senior and managers. Giving feedback, coaching and mentoring, more than training will help in such interventions. However when surveyed if these helped the managers were not sure and then almost 50 % reported no change.

The key lesson here is that if you want to change someone’s behavior, what needs to be changed is primarily their context – the environment and situations in which they operate – and this has to act like a life-support mechanism for the new, desired behavior. If it does not, then the chances are that the new behavior will not hold and old ones will re-emerge. This is why one of the most consistent findings from research into the effectiveness of development activities such as coaching and training is that contextual factors (what happens outside the coaching or training room) are more important in ensuring behavior change happens than the quality of the training, development workshop, or coaching.

One of the most consistent findings from research into the effectiveness of development activities is that contextual factors are actually more important in ensuring development happens than the quality of the training, workshop or coaching.
These contextual factors include both what happens in the workplace outside the training or coaching room, and what is happening inside the individual, such as how much confidence people have that they can change, and how committed they feel to change. Nik Kinley and Dr.Shilomo Ben-Hur “Changing employee behavior” brings out the four most contextual factors that are most critical in supporting people to change their behavior.

  • Motivation – do they want to change?
  • Ability – do they know what to do and do they have the skills required to change?
  • Psychological capital – do they have the inner resources, such as self-belief, willpower, and resilience, they need to sustain change?
  • Supporting environment – do key elements in their working environment, such as incentives, situational cues, and social norms, support them changing?


Reference: Nik Kinley and Dr.Shilomo Ben-Hur “Changing employee behavior”

If an organization is able to work up these four domains , employee behavior change is possible to a great extent.

Igniting passion
"The Greeks did not write obituaries. They simply asked, 'Did he have passion?'"
The closing line of the movie Serendipity, one of the main characters makes this statement and inspires us because it clarifies that passion is central to the quality of human life. It suggests that we should lead our lives with enthusiasm and passion and excitement so that during the final abode we can have the pride of putting our best foot forward. Managers who want to instill more passion and commitment can start by:

  • creating an environment where people come to know and understand their unique strengths ( supporting environment )
  • giving employees the opportunity to use their unique strengths more often( harnessing  inner strength)
  • placing employees in roles that stretch their talents and strengths ( developing ability )
  • outrageously rewarding employees whose passions drive their talents to world-class performance ( Motivation)

Everybody has passion but few people have jobs that activate their passion. Everybody has talent. Few people have jobs that demand full use of their talents and strengths. Organizations ought to make passion and strengths-based management a requirement. World-class organizations already do. They look beyond a person's resume, work experience, or education. Instead, they use sound selection instruments to discover: "Does this person have passion for excellence? Does she have strong feelings that help her to never give up? Does she love challenges? Is she easily motivated?" In sum, "What are her talents, strengths, and passions, and how can we leverage them?"(Forbes Journal)

Overall the training and learning of any employee can be productive only to the extent the top management creates a learning environment post the training program and the ways in which newly acquired talent is harnessed and utilized back by the organization. Building competence is a training outcome but culture cannot be changed by standalone sessions. It becomes crucial for a leader to therefore define the context the environment and the reward mechanisms to serve the purpose.   References:

  • Bettina Lankard Brown, “Return on Investment in Training, Myths and Realities No. 16”
  • ERIC Clearinghouse on Adult, Career, and Vocational Education, 2001
  • Lachnit, C. "Training Proves Its Worth." Workforce 80, no. 9
  • (September 2001): 52-56
  • Nik Kinley and Dr.Shilomo Ben-Hur “Changing employee behavior”
  • Kenneth A. Tucker “A Passion for Work”, Business Journal ,Gallup 2002



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