John Allison, Chairman of HKMA Award Organising Committee
Changes are afoot for this year’s HKMA Award for Excellence in Training and Development according to John Allison, Vice President, HR, Asia Pacific, FedEx Express and Chairman of the award’s Organising Committee. 2012 will see the award split into its respective ‘Training’ and ‘Development’ elements. Typically, explained Allison, companies are now focusing separately on skills training in order to get the job done most effectively and on long-term development programmes for management, leadership and talent generally. This division also enables SME’s to compete in the skills category, an objective that the HKMA awarding body feels should capture a larger number of organisations and provide recognition for those who could not be considered in previous years.
The application process itself has been simplified; candidates are now to provide a two page summary which still provides sufficient information to make sound shortlisting decisions. The process continues to be in stages with increasing levels of intensity until 6 finalists are nominated in each category. Allison encouraged potential candidates to visit the library at the HKMA office to see what had constituted a good programme from past submissions and to consider what their organisation does better. Thus, entering this award allows organisations to share best practises and, importantly, to look at themselves critically and judge whether their training programmes really are effective.
The ever-increasing quality of applicants year on year was applauded, and Allison concluded that this speaks volumes for the business community of Hong Kong. Current positive trends see the inclusion of more frontline staff and instructors becoming joint participants throughout the training programme.
According to Allison, key elements of Training and Development Programmes are as follows:
Skills
- Identifying needs and setting objectives in line with those of Senior Management
- Innovative design and implementation
- Measurement of results by way of real-term business impact
Development
- Programme objectives addressing specific business needs
- Innovative design/implementation with all stakeholder involvement
- Measurement of results by way of real-term business impact
The best person to be a trainer, in Allison’s opinion, is someone with a genuine love of people who has a passion for developing the curriculum. Good training is no longer about lecturing to a group. Those people who have learnt to be interactive and to change with the times will thrive and be most effective in achieving organisational goals.
When asked how organisations should rise to the challenges presented by escalating technology and the resultant shortening of the trade cycle, Allison asserted that HR should take on a consultancy role. By this, he explained, HR Managers should see what is actually taking place on the plant floor, should automate where possible and make processes more efficient. Only by understanding the business at this level can talent be maximised.
Allison added that change must also be managed across the various employee demographics that now exist since baby boomers, Gen-Y and Gen-X have differing work ethics and attitudes generally. Training and Development Programmes should be adapted to reach each group and learners should fully participate.
Despite China’s huge expansion, Allison referred to a ‘slowdown’ from a trade perspective, given its dependence on the export markets of Europe and America. However, even in these changing economic times, the majority of businesses in the Asia Pacific region remain robust and unemployment rates are low. Most industries are growing steadily with resulting recruitment and training requirements. “Companies should not stop investing in the employees,” warned Allison, “so that they are with you and ready for when the economy does return to full strength.” He further advised, “make sure they are properly trained and continue to be developed.”
Paul Arkwright
Publisher
