Page 138 - A Banker Down the Rabbit Hole

The copy of the five page study material prepared on my session was
handed over to our General Manager (HR), who read it during his return
flight. He wrote back a letter of appreciation and also informed that the
bank had decided to circulate it among all branches without changing an
iota of the content of this material, (something unusual-not modifying
the work of anyone not working in the Head Office).

I got many letters from employees across the country about the right
timing of the study note and frankness of the depiction of the situation
then and honest as well as convincing solutions suggested. This was my
greatest satisfaction achieved while at the Staff College of the bank for
some years. I still hold a copy of the circular issued by the Head office
of the bank with my five page study note attached that has now turned
pale from white.

Insights from the episode

1. Training effectiveness cannot be optimal unless right kind of trainees
are selected and deputed for training programmes. There should be
some rewards and reprimands for involvement or no involvement
in the training sessions with robust post training test and evaluation
of post training job performance. It would require some more
resources, much less than the resources wasted on training of
unrelated sparable participants.

2. The training programmes should not only impart knowledge and skills
but should also bring about attitudinal changes for an effective
channelization of knowledge and skills for the gain of the
organization.

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