It seems like everyone else knows better about what the training department should do and how its resources should be used.
The employee or agent thinks more continuing education is the department’s best use of its members’ time and complains about the lack of courses when the agent needs it. The manager decides that his/her office or region needs a particular approach to training, bypasses the training department and goes straight to the company president for approval.
Who needs a training/education department when those whom the department serves know better?
It’s frustrating to try to deal with these situations. As a training leader, you don’t want to appear like you’re engaging in turf warfare, but there comes a time when you must stand your ground and assert your right to promote your vision for training at your company.
This doesn’t mean you discount the ideas and suggestions. Instead, you refer to the plan and determine whether they make sense in light of the objectives and goals you set forth. Maybe there’s room for change if the change supports the goals of the organization and training’s role in achieving those goals.
How you handle this situation will determine whether such intervention in the training program will continue to occur. I have seen it happen time and again, and typically it’s done by those who think they understand the training function. They are often well-meaning individuals who are looking to gain some advantage. Unfortunately, it comes at the cost of an effective training program for all.
Ultimately, you (as the training professional) must make the case for training as you envision it. You must gain buy-in for the plan from all who are charged with promoting the program to their direct reports. An effective guide for me has been James and Wendy Kirkpatrick’s Training on Trial. The book makes the case for the value of training and how it can enhance an organization’s bottom line. One of the lessons I learned from this study was how to get managers (in particular) and company leaders to understand this.
I don’t want to spend all my time defending my department, fending off well-meaning, but ultimately clueless attempts to undercut the value of the training plan we’ve implemented and continue to refine. We have considered the options. We have consulted with managers and other leaders. We do need to bring a consultative approach to the process. But at some point, managers need to trust that training is doing what needs to be done.