Interviewing trainers that are signing up for Panda the last few months, has definitely been a learning experience for us at Panda. Being able to interact with so many professionals in the field of learning and development and corporate education from all over the world has been fascinating. One very fulfilling part of what we do is talking with people that have been working years in pushing the training industry in their country forward.

Sometimes interviews lead to very interesting conversations and outcomes. Like the interview we had a few weeks ago with Romesh Raina, a professional trainer from India. The conversation turned out so interesting that we decided to publish some of his points about future trends in Human Resources and Talent Management in this blog post.

Question: What are the trends you see in Human Resource Management?

The world economic scenario is changing fast and the world is becoming a seamless place. The global village has already arrived wherein goods and services are available in plenty at the click of a button and the customers are innumerable. As trainers, we have tremendous opportunities and potential of contributing to the world economic order. 

  1. What is becoming the differentiator is the quality of human resource providing and using those goods and services. As per the latest statistics, there is a large void between what quality of human resource is pushed in the market and what actually is required by the players in this growth game.
  2. Rapid technological innovations impacting the workplace have made it essential for the employees to constantly update their knowledge and skills through training, interactions, experience sharing. Innovativeness is required, by seeking national capacities outside of the traditional sphere of the organization or program area.
  3. Other trends being observed are the need for facilitative work culture; the ethos of the organization; supportive human resource policies, processes, systems and procedures; leadership in the organization; and engagement of the employees. 
  4. For sustaining the organizations, in the long run, it is becoming necessary at the top level to change. Hence it is becoming important for the organization to plan on a long-term basis, improve program designs through a provision of more time to preparation and training.
  5. Furthermore, there is a trend emerging for the change of technical mix, particularly by increasing the use of external technical experts and institutional twinning. The larger objective to emphasize learning with the help of building information systems and feedback mechanisms that encourage continuous learning for an organization.
  6. Fostering adequate morale and pride of work is becoming critical to the success of sustained long-term strategy across large organizations. Consequently, with respect to work ethics and values, self-development forms part of the core training program for all the levels of employees in the organization.
  7. Change management within the organization is the  focal area for training
  8. Performance Appraisal process is undergoing change wherein boastfulness won't get you up the ladder now. Some organizations have included humility in its performance management system.
  9. Companies are finally giving importance to soft skills.

Question: How can corporate trainers help companies adjust to these trends?

As the process of organizational development is based on building on existing capacities, as well as changing the systems and institutional structures in place, power relations in organizations get affected resulting in resistance or apathy on behalf of the stakeholders. To help reduce this resistance, it is necessary to look for opportunities and entry points that create strong momentum for change; introduce non-threatening participatory processes where everyone’s concerns are heard and taken seriously; foster and negotiate scenarios where everyone’s core concerns are addressed (win – win scenarios); find champions and leaders of innovation who can influence others; encourage group action where conformity to group thinking is important or where the individual has helped make a decision and feels obliged to support it; ensure small early results that build confidence and recognize those who have contributed to the results; and, co-opt those who resist most to find solutions to problems they have identified and to link change to their personal or professional interests.
For effectiveness, the human resource development process in an organization is not merely managed, it is led. For a strong and sustained focus, it is important to identify champions of change who have leadership qualities and are participatory in their approach. As a trainer my role is to:

  • Inspire and ensure inclusiveness
  • Plan and structure the training programs toward the desired outcome;
  • Bring stakeholders and beneficiaries together to agree on objectives, share information, reflect on alternatives and reach consensus;
  • Facilitate vision, mission, strategy and scanning of opportunities and risks;
  • Make the communications and learning process work effectively;
  • Monitor and give feedback.