Welcome to Episode 3 of this podcast series.In this episode, we will highlight the conversations with Yashwant Mahadik, Executive Vice President & Global CHRO at SUN PHARMA at the SHRM Annual India Conference, 2016.
Here, Yashwant shares his views on the role of feedback, dialogue and technology in learning and development programs.
Click below to listen to the podcast.
Yashwant Mahadik, Executive Vice President & Global CHRO at SUN PHARMA
How can organizations ensure that trainings actually lead to increase in productivity of employees?
Yashwant: If you ask me how can organizations ensure that training leads to better productivity, I think that concept and notion itself needs to change. So what I mean to say isorganizations need to move from just training to creating a learning culture in their organization. Trainings bring about learning, they develop skills there’s no doubt about it. It has a place in a learning culture. But when you talk about learning culture, it’s a different ball game that you are talking about. So I think if organizations create a learning culture in which employees self assess and find out what they need to learn on, what they need to learn for and what are the capabilities and abilities that they need to develop, and then the organization provides that content to them, using superior technology, you can build capabilities must faster, you can build more capabilities with more people and that’s how then they become more productive and efficient on the job. So, I think that’s the approach that needs to be taken.
What do you think is the role of feedback in ensuring that training programs are successful?
Yashwant: Again, I would substitute the word training to learning and how can learning be more effective. If you look at the principle of learning, which is being propagated by Charles Channing, the concept of 70, 20 and 10. So 10 is the formalized set up in which we could get learning. It could be going and getting trained in a classroom. That is the 10 percent. 20 is when managers, leaders act as coaches, who coach the learner and give them continuous feedback about how they are doing, what they have done well and what they need to do more. And 70 is once you get a 10 and 20, you go and apply for the job and when you apply the knowledge you convert that knowledge into skills and when you keep applying your skills they will become your capabilities and competencies. So if that’s a model which is followed, that’s how organizations can best utilize not just feedback, but feedback and coaching which needs to be provided to all the learners.
What is the role of dialog in creating a focused L&D approach?
Yashwant: As I just mentioned, The principle of 70, 20 ,10; in that 20 when you are coaching your learners. When you are coaching your employees, coaching is a process which involves dialog. Sitting down, showing a mirror to the learner, having that conviction that the solutions are with the people and you don’t want to give them a solution – that’s the ability of a coach. But helping them identifying that solution and make choices in which one that they need to go forward with is something that’s achieved by dialog and that’s why dialog becomes an important part in making sure that learning becomes very important part in an organization.
What do you think a role of technology is in ensuring a smooth L&D approach?
Yashwant: Technology has been the biggest disruptor, especially in the past two decades and more so in the past five years, now one thing that is really really changed is the ability of large organizations to be able to customize the learning for every individual in a mass scenario basis. Let me give you an example. Earlier, the only way of imparting learning was in the classroom and talk to them, teach them, make them go through a workshop and then they would carry the learning back and apply it on their jobs. Then came the advent of technology where learning became online what we call as e-learning. Then thereafter it is for the reward. So if you look at it in today’s world, an age of social media, your twitter timeline can be configured to learn about something. So say for example if I want to learn about say a particular technique of photography, say photography is my hobby. I can go, curate content, stream it to my source of learning which in my case is my ipad from YouTube, from Twitter, from Facebook, from various websites. Now the same thing is happening in organizations. Being able to network with more and many learners who are learning on the same subject. Now all this is being provided by the technology. Technology is playing a great role. But the ability to understand that technology, the ability to be able to leverage that technology is key and that’s where you need to mentor your people that are where you need to bring in the best in fast technologies in the companies. Because again if you talk about technology in learning, learning management system used to be the technology and learning management systems were more as a system of records. But today they have moved on from being a system of record to just being portals which hosts content to being able to learn in a social environment. Learning on the go anywhere on you mobile is the biggest disruption. So, that is something which in a way is very very notiable, I would say.
How are you implementing learning on the go onto the mobile phones in your organization.
Yashwant: It’s simple.We have those learning technology platforms and applications which are allowing us to bring the content to people on their mobiles because mobile is what is accessible, is accessed and used by people on the go and that’s how it becomes on the go. So whether it on the learning of compliance whether it’s a learning of how to make its effect on sales call, or whether it is learning on how to develop people effectively and by giving them some inputs on coaching tips, you can bring all that on the mobile and the mobile is on the go and that’s what it is.
If you liked what you heard and read, share in your social networks. We shall be back soon with our next episode with another influencer in the L&D space.