July, 2019 Edition
Consulting Connoisseurs
Certainty
Raising the Bar With New-Age Learning and Development
Project Management: Severe Shortage of Skilled Professionals
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Consulting Connoisseurs
Contents Raising the Learning & Development Bar By Rupali Tyagi, Consultant HR
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Project Management: Severe shortage of Skilled Professionals By Rtn N S Gurjar, President
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Upcoming Program on Project Management
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Upcoming Program on Design Thinking
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Upcoming Program on Personal Image Building
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Upcoming Program on Team Building
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Contact Details 302 Janmabhoomi Chambers Walchand Hirachand Marg, Ballard Estate Fort, Mumbai 400 001 www.consultingconnoisseurs.com info@consultingconnoisseurs.com
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Contents Raising the Learning & Development Bar Sales and Operations Planning: Riding the Disruptive Technology Wave Project Management: Severe shortage of Skilled Professionals Program Calendar Upcoming Programs Vacancies and Jobs Important Announcements
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Raising the Learning and Development Bar Training and Development, as a function, has undergone a transformation in recent times due to the evolving business landscape and the use of emerging technologies. Let us understand some of these in greater detail. In order to do so, we have classified the issues under three categories: process (the way things are done at the operational level), eco-system (the influencers that are largely outside the organizational control) and organizational (the interface between the organization and the ecosystem, having a greater degree of organizational control). 1. Process Issues: Processes typically span the operational set of tasks and systems that are used to deliver the objectives of a function. These are, typically, defined by the organization (HR team). Since we are looking at processes, we are listing issues as per the typical L&D life cycle followed in the organization.
1.1 Synchronization of the Training Need Assessment (TNA) and the Performance Management System (PMS): In several organizations, TNA may not always be aligned with the PMS. It is not uncommon to have managers fill a TNA form, that is not integrated with the annual PMS form. In other words, in such instances, the L&D activity is viewed as being seemingly independent of the remainder of the PA/PMS activities. This is a serious process gap. While workload and process optimization often drive the separation of the roles of the L&D professional from the regular PA/PMS professional, this practice indicates a high likelihood of the TNA not being fully integrated with the PMS. Do you have a TNA conducted independent of the PA/PMS? Do you have separate functions: L&D and PA/PMS that are handled by two different sets of people? Is the L&D record updated each time a PMS meeting is conducted?
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Organizational Issues
Process Issues
L&D Issues
Eco-system Issues
1.2 Alignment of the TNA with the PMS and the Business Goals: The L&D is a bridge between the PMS and the Business Goals. In short, both these are the two independent and abstract entities that the TNA needs to consider. To explain this in greater detail, the PMS normally connects the 'as-is' performance with the 'should-be' expectation of each role. So, a person might be identified for gaps in soft skills (say). But the gap needs to be linked to the appropriate business goal to ensure the right definition of the training needs and the right derivation of the L&D interventions. This is often a challenge in itself. Misaligned TNAs from the Business Goals and PMS often lead to a situation of chaos and confusion where it becomes difficult to track the positive/ negative drivers of business results.
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1.3 Trainable Resource: While the goal of training is to groom an employee to fit in the broad roadmap of the organization, some people may not be amenable to develop through the existing training L&D practices at the company. In short, such resources would be deemed as 'nontrainable'. As seen in the figure on the next page, any training investment in quandrants II, III and IV cases is less likely to yield any benefit. Hence, before finalizing the trainee list for any training, it is advised that potential trainees are screened and evaluated to check their:  Interest level  Competence  Readiness for the L&D intervention.
Employee Capability
1.5 Training Delivery in Dispersed / Distributed Organizations:
Yes
No
NonTrainable
Ideal
Pool for Downsizing
Trainable but with Role Limitations
No Yes Employee Willingness
1.4 Trainer Centric: Most times, intervention design is left to the trainer. This has multiple dimensions like using the standard modules that the trainer provides (rather than the HR defining the modules), having high dependency on the trainers for upgrades of the coverage of the program, and seeming unwillingness to experiment with other trainers. While this approach may facilitate a long-term sustainable relationship with the trainer, there runs a risk of the trainer 'calling the shots' rather than the L&D professional doing it. It is important to be aware that the popularity of trainer can, on several occasions, influence the quality of training content. Do your trainers change? Do you update your training curriculum? If yes, how often? How many of your training modules have variable duration cycles?
1.5.1 High Logistics Costs in Organizing Group Trainings In dispersed organizations, the L&D professional needs to critically evaluate two modes of operation:  Conducting programs at designated (central or hub-based) locations or  Conducting programs at the work location (dispersed). Logistics costs often drive these considerations. For instance, Flying in trainees from different geographical locations (to a central location) is not always cost-effective. However, one has to additionally factor in the nature of the training program. Skill based training is best received at the place of application (or on-the-job), while other types (viz. knowledge, management faculties, attitude, etc.) do not necessarily have to be conducted at the work locations. Typically, a skill based training is most impactful when done in the actual work environment, implying that a particular module has to be replicated in multiple locations; the degree of affordable separation keeps increasing from Knowledge Based Trainings, to Management Development Trainings, to Attitude/Behavioural Trainings, where the location can be central, but logiostics have to be managed for the trainees and the trainer. In both cases, the cost of logistics pays a key role in influencing the training spend, that would then have a direct impact on the ROI of the intervention.
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Preferred Degree of Separation from Work Location
Low
1.6 Measuring Effectiveness:
Skill Based Knowledge Based Management Based Attitude Based
High
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1.6.1 Inappropriately Aligned Metrics The clear goal of training is to help the employee perform better at work, either by enhancing their soft skills or sharpening their technical skills; however, most of the training records, planning and KPIs, that are used to evaluation the L&D professional's effort, revolve around the quantity of training (in terms of hours, number per person etc),rather than the quality of training (in terms of ROI, timelines on Productivity etc.). Thus quantitative metrics are only a partial and many times an inadequate representation of the complete picture.
1.5.2 Perils of E-learning Platforms
1.6.2 Archaic Forms for Feedback & Measurement
Many companies have adopted the e-learning methodology,riding the wave of digitization This is a very positive development in recent times; however, e-learning systems as a delivery vehicle for L&D have serious practical limitations like having little room to gauge the interest, receptivity and understanding level of the trainee; all of which then have a ripple effect on training effectiveness Additionally, elearning programs are not suitable for intense and rigorous modules, that often form a part of crucial IDPs and Management Development.
Even today, Training feedback forms are the most widely, and often the only, used tools for training evaluation. The parameters listed in these forms by and large capture an employee's experience while being a part of the training session. This focuses on the popularity of the trainer, rather than the ROI of the program.
The above factors merit thinking about the return on investment on the amount invested in setting up the e-learning infrastructure. While E-learning may seem to be the magical solution to all training problems, its limitations far outweigh its benefits.
We live in a world of fast changing technology and skill requirements. With artificial intelligence and machine learning becoming mainstream day by day, the cycle to re-skill an employee in an alternative/advanced role continues to get shorter; and hence leaves small window for the business to leverage fully from the training spend.
2. Eco-system Issues: 2.1 Fast Changing Technology & Skill Requirements:
in order to build a detailed report/way forward on the training required by the team, and the way ahead on the same.
3. Organizational Issues: 3.1 Attrition Average tenure that an employee spends in an organization is on a downside with each generation, leading to surge in annual attrition rates. Attrition, especially the one not desired by the business, has a direct financial impact. Under the fast moving dynamics, there is increased pressure on Learning and Development teams to have the new employee in a specific role adapt and give results quickly, in order to offset the attrition effects. Consulting Connoisseurs’s Development Framework:
Learning
and
Each of the above mentioned concerns require different solutions and we at Consulting Connoisseurs provide these as part of our comprehensive Training Management Services. The services define the entire gamut of solutions right from the TNA to the delivery management to subsequent effectiveness control and finally to the realization of the RoI. Our propriety L&D framework facilitates value addition at each stage of L&D cycle, namely the TNA, Instructional Design, Training Delivery, Training Effectiveness and Determination of the RoI.
After completion of TNA, we move to the stage of Instructional Design, where we systematically develop the training content, in close coordination with the client, to achieve the training objective in an engaging manner. Post Instructional Design, comes the most critical part - Training Delivery. Our Trainers and Facilitators ensure timely and effective training delivery, which also includes guiding during the application of the learning intervention. To ensure that the learning intervention is effective, we then handhold the employees and track the required KPIs on a regular basis, facilitation course correction as and when required. In the final stage of our framework, we determine the RoI on the training spend, thus ensuring tangible business return on trainings conducted.
If you want to make your L&D interventions more effective, contact Rupali Tyagi, on general@consultingconnoisseurs.com or call us at +91 961 942 82 09
Our TNA intervention is an exhaustive exercise that takes into consideration the variables driven by
Interacting entities
Company processes
Management Infrastructure
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Business context.
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Project Management: Severe Shortage of Skilled Professionals A staggering 50,000+ open white-collared positions exist for people skilled in project management in India today. And people with formal project management knowledge and skills are known to be the highest earners among all disciplines (averaged over 10 years). There are, however, very few formal project management programs in the country. Those that are in the country are very specialized programs, that are often found at the Masters Level of education. This is largely because project management is a highly interdisciplinary faculty and doesn't fall under the traditional definitions of either 'Technology' or 'Management'. Tertiary education, where the project management faculty lies, is therefore, expensive and not easily available. From a corporate perspective, this boils down to gaps at multiple levels. Let us understand these in greater detail.
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However, there are 3 fundamental reasons for the same:  Supply Gaps: The shortage in the number of professionals that exist today is, simplistically termed as the supply gap. In other words, if one were to take the sum total of the number of professionals and the number of jobs, the supply gap would look at fewer professionals fitting the criteria as against the number of openings there. This would also mean longer times to close positions due to shortage of applications matching the selection criteria.  Skill Gaps: In this gap, the expected knowledge of the professional often doesn't commensurate with the actual qualification and experience. In other words, the situation results in sub-optimal performance of the project teams and the professional employed is, often times, struggling to meet with the expectations.

Business Gap: Essentially, any project management professional needs to be able to deliver business requirements from him. Very simplistically stated, this means achieving project objectives like scope, time, cost and quality. However, according to a HBR study, the average Project Overrun is estimated to be 27%. Even worse, one in six projects have a cost over run of 200% & schedule overrun of 70%. This simply means that project management skills are not aligned to the business needs.
These 3 business gaps are key concerns of organizations today. The attempt is to go for obvious fixes. We will touch upon those now. 1. Educational Institutions The educational system in our country is, very fundamentally speaking, based on a different culture. Therefore, the mass learning models, and the examination models are having serious issues. In recent years, the problem has aggravated to issues involving the application of education. Due to the cultural divide, the reception of the core essence of education and learning is lacking. In other words, a large talent pool of certified, yet unemployable, resources is being churned out. Thus, any solution that involves the traditional education institutions in the country would not be effective. 2. Existing Certifications reinforcing the Gaps rather than Closing them Existing certification programs like the PMI based certifications, the Scrum Alliance certifications, etc. are again, developed for the cultures in other countries. Thus, they widen the gaps rather than closing them. A process centric approach is severely constrained by organizational ecosystems.
3. In-House Training Most companies today resort to in-house training to ensure they get a suitable pool of resources. However, this is an extremely expensive alternative for most organizations. Yet, the shortage of skills has forced most of them to go for this model. In addition to the training costs, the complexity of the situation gets compounded due to attrition. Most industries face severe attrition issues that hit their people-productivity and Profit Per Employee (PPE). 4. Importation of Systems of Management In order to make the traditional systems of education and conventional business models operate, a general eco-system needs to be provided to the organization. Since this is largely found in the overseas culture, most organizations believe that importation of the systems of management would be an easy fix to the problem. However, many times, management issues have nuances that could result in 'butterfly effects'. Also, the implementation of such systems is often undertaken by the expat country managers who head the business units of the respective countries. Hence, the results are highly individualistic and less predictable. Moreover, the cost of expat employees is much higher than locals, thereby, making the overall system very expensive. The Way Forward Very simplistically stated, a generic process framework based solution, based on the traditional management systems is fast getting outdated. The key reason being that technology has reduced the number of generic teams and replaced them with specialized personnel. In my project in Mobile, AL, the 400,000 activity Gantt chart based Project Plan was managed by 4 persons!
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Organizational Costs
Implementation Costs
Baggage of History, Notional Fulfillment, Compliance Costs, Sector specificity costs, Culture specificity costs
Legend Process Based Decision Based
Adaptive, Intelligent, Can 'tame' any process Implementation Costs
Time Any organization that pushes the process framework too hard, would actually increase its costs in the medium term (7 years). This is essentially because it will develop a few interesting features and characteristics that load the costs of the system. These include: Costs due to the Baggage of History: Storing historical records and ensuring a 'learning' environment in most projects is next to impossible due to the time pressures. Hence, the historical precedences in projects reflect newer challenges for the corporates. Moreover, historical considerations often act as a driver to make the processes more complex in the name of making the 'holistic'. Notional Fulfillment: Over time, process needs become notional items in a check-list. One would often see that the process is executed, but has lost its efficacy Compliance Costs: An added burden due to the multiple things that need to be followed, tracked, controlled and acted upon.
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Sector specificity costs and Culture specificity costs: Often times, the project processes are tailored to a specific sector and organizational culture. Thus, in larger diversified companies, project practices aren't easily applicable over the wide variety of the projects that they are undertaken and each need to have customized versions of the same. Thus, process frameworks do have serious limitations. They begin with high implementation costs, show quick returns, but pick up added costs as they go along, and make the entire system ineffective over the medium term.
The decision framework on the other hand, has lower implementation costs. And since it can be superimposed on any process, it ensures an adaptable model of delivery that has its own 'intrinsic intelligence' to shape the challenges that arise in the project environment. Hence, organizations need to move towards a decision framework based model.
One of the first systematic documentation of the decision framework was in the form of a book called A Forward Looking Approach to Project Management: Tools, Trends and the Impact of Disruptive Technologies which has revolutionized project management practices. It is a chip above the others due to many reasons: It is decision oriented It is process agnostic It is sector agnostic It is culture agnostic It is also life-cycle agnostic It can be used to derive new life cycles It can be used to define new process parameters It can be used at different levels including PPP Projects. It is the only framework that integrates modeling and simulations, systems thinking, design thinking and corporate strategy in the area of project management. The Corporate Solution Since it is expensive to run in-house training programs and on-the-job training, corporate houses need to look for alternative solutions to solve the problem. Since conventional educational institutions have serious limitations, it isn't a sustainable long-term strategy to tie-up with such organizations to ensure appropriate delivery. Certification programs are the next best option that companies can look forward to. However, existing certifications have the following issues: They are strongly aligned with process based systems that require an expensive eco-system. Despite the eco-system, global trends have shown that their frameworks have been intrinsically weak and inapplicable and the global statistics on project delays is a strong testimony to the same.
Corporate houses have tried to develop their own certification program, but this is a desparate attempt to try and bring in some standardization in a little known industry (learning and development). Therefore, ProMaCert Solutions is the solution to this challenge. Their offerings are: Based on Project Management 3.0 Have an industry-led certification that is a joint project between Consulting Connoisseurs and AIBigData Technologies, Canada Is an IIT Alumnus company And have 4 certification examinations for every requirement of the corporate. They have a live internship option to ensure practical application of the knowledge base. The certifications include: EsProMa Test (Essentials of Project Management) for Beginners AdProMa Test (Advanced Project Management Level 1 and 2) for Professionals PuProMa Test (Public Project Management) for PPP Professionals.
To learn more, visit www.promacert.com or call us at +91 961 942 82 09 or email us at info@promacert.com
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As per HBR Studies: Average Project Overrun is estimated to be 27%. Even worse, One in six Projects have a cost over run of 200% & schedule overrun of 70%
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Dates: 11 and 12 July, 2019
An exclusive Executive Training Workshop Based on The Latest Paradigm for Project Managers (launched in 2016)
The Forward Looking Approach to Project Management Contact: 91 9619 42 82 09 or general@consultingconnoisseurs.com to book your slot
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Confused about what Design Thinking can do for your organization?
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Design Thinking: Whats in it for Me? July 19, 2019; Mumbai One-day workshop on basics of Design Thinking and its applications for Experienced Professionals to understand how they can leverage this tool to aid transformation in their companies Contact: 91 9619 42 82 09 or general@consultingconnoisseurs.com to book your slot
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Half-day workshop on building your personal brand to achieve better results in Business
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Personal Image Building Workshop Contact: 91 9619 42 82 09 or general@consultingconnoisseurs.com to book your slot
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