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Aging bank with training issues
Training & Organizational Development
Aging bank with training issues
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My organization is a bank which has been in place for more than 60 years and in the process was nationalized and then de natinalized. There was no recruitment for 20 years and now the bank is aging an
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Forums » Topic Forums » Training & Organizational Development » Aging bank with training issues
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Aging bank with training issues
posted at 12/24/2005 8:16 AM EST
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Posts: 5
First: 9/20/2005 Last: 1/17/2006 |
My organization is a bank which has been in place for more than 60 years and in the process was nationalized and then de natinalized. There was no recruitment for 20 years and now the bank is aging and has started recruitment. The old lot seems de motivated , has issues of productivity inspite of having regular trainings. What would be an effective way to slot and train the old lot as well as the new? |
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Aging bank with training issues
posted at 12/24/2005 9:40 PM EST
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Posts: 221
First: 11/20/2005 Last: 4/4/2007 |
Let me start by saying that training is no a panacea for all employee motivation problems. Generally speaking, lack of training is one reason why employees leave, but is not a reason for "getting motivated" in the longer term.
Getting employees motivated depends on a number of managerial and work environment factors. These include, sufficient and fairly distributed financial and non-financial rewards, work that is interesting, being treated with respect and dignity, clear processes and accountabilities, challenging and meaningful goals, regular and honest feedback, friendly co-workers, and so on. If these things arent in place, the best training in the world, whatever age worker you are dealing with, will only provide a very short-term solution, at best. Perhaps the place to start is to train managers and supervisors in management and supervision skills. Vicki Heath |
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Aging bank with training issues
posted at 1/2/2006 5:40 AM EST
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Posts: 26
First: 9/23/2005 Last: 7/3/2006 |
Aliazafar, I strongly agree with Vicheah. Twenty years with no changes is a long time...There are many things the organizations need to do. Some ideas are: communication program, set up meetings to let employees know what is going on. Find out what does motivate them (need to validate the thinking from the old employees and the new ones). Does the organization have mission, values, goals clearly defined?
Good luck with the challenge! Serra |
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Aging bank with training issues
posted at 1/16/2006 11:54 PM EST
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Posts: 1
First: 1/16/2006 Last: 1/16/2006 |
I don't see this as a training or motivational issue... it is a values issue. Even if your company has established Core Values, they don't seem to be having any positive impact on employee behavior. Have you established behavioral guidelines for your organization's values, and are the leaders of the organization living and breathing those values?
When all employees understand and buy into the core values your organization must operate by to succeed, and commit to personal values such as respect, open communication and seeking excellence... everyone knows what the appropriate behavior is. It is then up to the leaders of the company to be role models and create a work environment where people want to operate by those values. |
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Aging bank with training issues
posted at 1/17/2006 12:48 AM EST
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Posts: 50
First: 11/21/2005 Last: 11/2/2009 |
"Old Lot" is a little offensive. They may be sensing some disrespect and lack of appreciation from management (I know I would). Could you try to recruit them to be more active in training and mentoring the on-boarding workers? Active participation helps to get people motivated. You would have to roll this out slowly and carefully since some of the incumbents may try to "poison" the well. It would be best to choose some who are less resistant to change first and then others would be likely to join them. |
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Aging bank with training issues
posted at 1/17/2006 1:33 AM EST
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Posts: 1
First: 1/17/2006 Last: 1/17/2006 |
It could be that emphasis on intergenerational communication could be helpful in your situation. Misunderstandings due to innocent but bungled attempts at communication can make this transition period particularly difficult. There are experts in the field of intergenerational communication, and I'd be happy to give you contact information if you're interested. |
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Aging bank with training issues
posted at 1/17/2006 2:30 AM EST
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Posts: 2
First: 1/17/2006 Last: 1/17/2006 |
With all the change in workforce size that has occured, you might want to take into consideration the "survivor syndrome". As they watched friends and coworkers laid off, there is relief but also guilt, anxiety about future layoffs, loss of loyalty, and all the ineffective behavoirs caused by chronic stress.
If there is still no job security, it will be even more important to identify what IS under control of the organization and use those principles to cement the employees back into something like a team. |
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Aging bank with training issues
posted at 1/17/2006 2:54 AM EST
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Posts: 1
First: 1/17/2006 Last: 1/17/2006 |
Although the current responses may seem to be confusing and/or conflicting, each one is right, but only one piece of the performance puzzle. By all criteria this is not a training issue. Your employees know what to do and how to do it. They have done it in the past and are able to perform it now. This topic is far too complex to cover here but I would suggest some research on your part. Two books by Dr. Robert Mager are a good place to start:
Mager. R. (1999). What every manager should know about training. CEP Press Mager, R & Pipe P. (1997) Analyzing perform problems. CEP Press Before this becomes a survival issue, I would also suggest hiring a Human Performance professional. |
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Aging bank with training issues
posted at 1/17/2006 3:02 AM EST
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Posts: 4
First: 6/28/2005 Last: 3/7/2006 |
Well, I'm 58 years old and I didn't take offense to the "old lot" reference. I assumed you meant the previous long-time workers as opposed to the new workers coming in.
Having said that, let me give you an "older worker's perspective". All us "old" people talk all the time. We talk about our current jobs, what we're going to do when we retire, how long before retirement, our aches and pains, etc. It's like a "club". Not all of us are interested in early retirement. Not all of us want to "slow down". In fact, some of us are looking for new careers that will better meet our lifestyle now that we can't work 80 hours per week. But it's clearly a different conversation that the younger workers interested in going to the bar after work or problems with a sitter or getting married or divorced, etc. To me, all those things are irrelevant. I believe each person needs to be judged individually. There's no such thing in my mind as someone being "too old" or "too young" for the job. There is definitely such a thing as "not qualified" or not "fit for duty". In my mind, we have a business to run. Who is in what positions to help us run that business is a separate discussion. All the tasks of running a business still have to be done by someone. So I take a different approach. I start with an explanation of what the company is doing and what the goals are and then ask the employee which portions of the company's business they are interested in "signing on to perform". If, from an organizational development standpoint, I've done my job, I have already categorized what makes sense, from an efficiency and effectiveness standpoint, for each task to go with what positions. So I know what I need to have done and which position needs to do it. When an applicant or a current employee comes to talk about a new or different job, I have that conversation. When you take a job, you take responsibility for those portions of the running of the business you "signed on" for. If there's a problem in you performing the tasks you took on, we meet. I remind you that you agreed to do those tasks and I agreed to pay you for it. If you no longer want to do it, I no longer want to pay you. I still need the work done. So you need to move on and let me find someone willing to "show up and do the work". That doesn't make you a bad human being -- it just means you made a decision to do something different. Training comes into play when the job you're in changes and you want to do the job but don't know how. I train you, you learn and apply, and we move on. A workplace is not a daycare center. It's a place we go to use our talents to help a company make money. For that, they pay us. This has nothing to do with age and everything to do with managing expectations. That's my take on it! |
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