Training for a Recession

Training for a Recession

If you’re like most, the first thing you think is, “Prepare for cutbacks—or worse.” In fact, as we reach out to companies in our marketing efforts, we’re encountering affected training departments. It seems pretty much a given that, when times are hard, training is the first to go. But is it really a given? Is there anything training departments can do to not only avoid the chopping block, but to help their organizations weather the storm and come out stronger at the end? Of course there is! After all, if learning and development isn’t valuable enough during the lean times, how can it be valuable during the fat?

Economic “uncertainty,” has come to roost. What does that mean for all of us in the world of training?

We know the value training brings because we have a strong understanding of its effect on the performance of human capital. I like this statement from Ed Stewart of Southwest Airlines concerning their training recession strategy, as quoted in an October 2003 T+D article:

"Any [airline] can fly 737s to different cities. Our secret weapon is people, so we still had to invest in them."

Fact is, whether or not they are a “secret weapon,” people are undoubtedly the key to a company’s success. Ensuring they perform well shouldn’t even be a question. But I’m preaching to the choir. Which is the point of this post. If we want to weather this storm, we need to preach and prove to the rest of our organizations our worth. Here are a few ways to do just that:

Do the Numbers

As competition during a recession becomes fierce, quality increasingly becomes a key differentiator. Be prepared to show concrete numbers where your department will directly impact that quality. In the long run, numbers speak much louder than any other talk.

Talk to the Right People

If one advocate is good, a team of advocates is even better.Trends show senior managers are recognizing training’s worth.Take for example, the CFO. S/he can help you understand what numbers you can directly affect in relation to value and organizational growth. Work with the CFO to get your numbers straight and to prove your value to him or her. Certainly, the CFO will be one heck of an advocate.

Tighten Your Belt

You can expect training will be required to cut back, just as other departments. be proactive. Don’t wait to be told where, how and how much. Figure it out yourself, put it into numbers (see above), and take it to the CFO and CEO (and your team of advocates, for that matter) now. You’ll not only show you understand the upcoming impacts, but you’ll also demonstrate your department is a “team player.” On top of that, you’ll gain significant trust, and trust is the currency that buys you a spot at the table when senior management seeks advice.

Be Consistent

switch your focus back to what’s already working, what can give you the numbers and proof you need. Besides, you can always try these ideas when times get better, as they surely will.

Look to Past Recessions

What companies survived past recessions? Of those, which came out stronger? Look to those winners and find out what their training organizations did. Model and adapt them to your company’s particular needs and your department’s specifics.

No Time Like the Present

Today is the day to make your plan. Tomorrow is the day to implement it. For your good, for your team’s good and for the good of your whole organization, make your move now.

POSTED BY :-

SHWETA RANI

PGDM-3rd SEM